Abstract
Over the past decades, a crucial debate on public sector innovation (PSI) has emerged arguing that leadership is a critical factor in holding up the implementation of innovation initiative within organizational structures such as institutional and cultural frameworks that may become inhibitors especially in a developing Asian Country. However, the focus of this leadership seems to exclusively point out to public managers who take full responsibility in the implementation process and neglect political leadership instead. Whereas, the latter is acknowledged to carry such a given authority and an adequate power that can impact positively on workplace innovation in spite of any structural challenges. This research aims to not only contribute to this debate but also add to the literature on the PSI in local government context. It is suggested to require certain local political leadership in which the mayor is expected to be able to consolidate its administration members and to collaborate with other parties coming from different bodies. In this research, a strategy that will be employed for data collection process is a case study. More specifically, this research scrutinizes the experience of Indonesian’s Public Service Mall (IPSM), which constitutes the new organization design in local government as a product of the national civil service reform operated in a collaborative approach, to elucidate the dynamics of its local political leadership with some specific characteristics whether or not those are considered conducive to the PSI implementation.
Presenters
Mohamad Ichsana NurPhd Student, Global Development Institute, The University of Manchester, United Kingdom
Details
Presentation Type
Theme
KEYWORDS
PUBLIC SECTOR INNOVATION, POLITICAL LEADERSHIP, ORGANIZATIONAL STRUCTURE, LOCAL GOVERNMENT
