01591nam a2200193Ia 4500008004100000100001800041245008900059260000900148300001500157504000800172520095000180650001801130650003201148700002101180773005201201906001801253999001901271952010701290181130s2018    xx            000 0 und d  aHartley, Jean  aInnovation and inter-organizational learning in the context pf public service reform  c2018  ap.231-248.  dJun  aThis article examines links between innovation and inter-organizational learning in the context of public service reform. The theory-building and empirical research draws on longitudinal analysis using mixed methods and multiple stakeholder respondents, set in the context of the Beacon Scheme, an instrument of UK public service reform. The research examines two questions: first, how does inter-organizational learning contribute to innovation? Second, how do changes in the approach to inter-organizational learning shape changes in the approach to innovation over time? The research on the whole of English local government (N?=?388) used temporal bracketing to examine developments in three phases over nine years. The article builds theory about the inter-organizational learning underpinning innovation, and shows that the approach to innovation changed over time, shifting from learning to imitate, to learning to innovate. - Reproduced.  aCivil service  aCivil service reform - U.K.  aRashman, Lyndsay  aInternational Review of Administrative Sciences  aCivil service  c506776d506776  00104070aIIPAbIIPAd2018-12-07h84(2), Jun, 2018: p.231-248.pAR118571r2018-12-07w2018-12-07yAR