000			01587nam a2200193Ia 4500
008			181130s2018 xx 000 0 und d
100			_aLindsay, Colin et al
245			_aCollaborative innovation, new technologies, and work redesign
260			_c2018
300			_ap.251-260.
504			_dMar/Apr
520			_aStakeholders agree on the need to promote innovation in work organization in public services. This article deploys the concept of collaborative innovation to discuss employees' and managers' experiences of a major technology?driven work redesign project within National Health Service pharmacy services in Scotland. The authors draw on extant literature on New Public Management (NPM) and collaborative approaches to innovation to frame more than 40 in?depth interviews with managers and employees. They find that key components of collaborative innovation�related to joint problem?solving, interdisciplinary working, and mutual learning�were important to the success of the redesign project and had positive impacts on job quality for some employees. The authors argue that researchers and policy makers should look beyond NPM?driven models that have dominated some areas of the public innovation literature to consider the potential added value of collaborative innovation to improving both work and service delivery in the public sector. - Reproduced.
650			_aCollaboration
650			_aCollaborative innovation
650			_aPublic administration
650			_aPublic service
773			_aPublic Administration Review
906			_aCollaboration
999			_c506920 _d506920