Explaining the Innovative Culture and Activities of State Agencies
基于对121个挪威和佛兰德国家机构的调查数据，分析了管理自主权、结果控制、组织绩效文化等因素对创新文化与活动的影响，发现绩效导向文化和个体激励文化显著促进创新，而管理自主权无直接效应。
In this article we examine the innovative culture and activity of 121 Norwegian and Flemish state agencies, based on an analysis of survey data. We examine variations in innovative culture and activity from a structural-instrumental perspective, a cultural-institutional perspective, a task-related perspective and an environmental-institutional perspective. We use regression analyses to reveal the effect of managerial autonomy, result control, agency size, agency age, organizational performance culture, individual incentive culture, service delivery tasks, source of income and geographical location on innovative culture and activity. The main findings are that the level of innovation is fairly high in state agencies. Secondly, an organizational culture oriented towards organizational performance and individual incentives has a significant impact on both innovative culture and activity. Having service delivery as a main task and a large budget also makes a difference. Although NPM doctrine assumes that managerial autonomy and result-oriented control will enhance innovative culture and activity, we found no direct effect of these variables when we controlled for other variables. Result-oriented control does, however, have an indirect effect on innovative activity.