- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This study applies a holistic approach grounded in configurational theory to a sample of 2505 innovative public administration agencies in Europe to explore the effect of organizational risk aversion on the benefits from service innovations. The analyses, using fuzzy-set qualitative comparative analysis (QCA), identify several combinations of strategies (varying by the agency size and the novelty of innovation)that managers in risk-averse agencies can use to work effectively around the risks of innovating. The findings show that the managers of both high and low risk-averse agencies can achieve high benefits from their innovation efforts, but their strategizing behaviors differ. An integrated strategy that combines collaboration, complementary process and communication innovations, and an active management strategy to support innovation is the most effective method for ‘low-risk-averse’ small agencies and ‘high-riskaverse’ larger agencies to obtain high benefits from either novel or incremental service innovations. Our results point to the need to rethink the conventional assumption that a culture of risk aversion in public sector agencies is a cause of management ineffectiveness and a stumbling block to innovation success.
6. Discussion and conclusions
To date, almost all research on the effect of risk on public service innovation is based on conceptual theorizing or on a limited number of case studies (Brown and Osborne, 2013). To the best of our knowledge, this is the first study to use a large survey of several thousand public administration agencies to investigate the relationship between a culture of risk aversion and the benefits agencies obtain from service innovations. Using a holistic and multiple contingencies approach grounded in configurational theory, this study applies fuzzy-set QCA to explore how different levels of risk aversion combine with other factors and innovation support strategies to produce high and low levels ofinnovation benefits. The analyses identify four equifinal configurations of factors leading to high innovation benefits and six equifinal configurations for low innovation benefits. The level of risk aversion is a relevant but not deterministic condition for the successful development of service innovations that elicit high benefits. Rather, the ability of an innovative agency to deploy and properly combine different strategies, based on the context in which it operates, is a fundamental driver for innovation success.