000			01673nam a22001577a 4500
999			_c522607 _d522607
008			230429b ||||| |||| 00| 0 eng d
100			_aDemircioglu, M.A., Hameduddin, T. and Knox, C. _940170
245			_aInnovative work behaviors and networking across government
260			_aInternational Review of Administrative Sciences
300			_a89(1), Mar, 2023: p.145-164
520			_aPublic organizations have long faced pressures to become more innovative and entrepreneurial. This has been accompanied by a shift from traditional bureaucratic structures toward public management networks, both in scholarship and practice. We use the example of the Australian public service and its emphasis on increased networking to examine whether increased networking behavior is associated with greater innovative work behaviors. In developing our theoretical model, we hypothesize that networking activities are positively related to innovative work behaviors but that too few or too many networked actors are negatively associated with innovative work behaviors. Our analysis finds that networking practices are, indeed, associated with greater levels of innovative work behaviors but that they differ between the type of stakeholders public managers engage with. In addition, we find only limited evidence of a curvilinear relationship between these two constructs. The article ends with implications for research and practice. – Reproduced
650			_aCollaboration, Innovative work behavior, networking, Public organization, Public sector innovation. _938025
773			_aInternational Review of Administrative Sciences
906			_aCOLLABORATION
942			_cAR