Stakeholder engagement-as-practice in public sector innovation
通过分析英国公共部门创新案例，研究了工作人员如何实际参与利益相关者，揭示了自上而下或自下而上的创新中不同的参与策略及四类实践。
Despite the existing literature identifying the importance of stakeholder participation in public sector innovation, little is known about the practice of how stakeholders are engaged by public sector workers. The aim of this article, therefore, is to address this gap through an exploratory analysis of UK public sector innovation cases. By analyzing the micro-processes of engagement work, our findings illustrate different strategies that public workers adopt based on whether innovation derives from the top-down or bottom-up and whether stakeholders are managed or co-produce innovation. For each of these strategies we highlight the prevalence of four sets of practices that were identified as facilitating engagement – procedural, material, relational, and cognitive. Our findings have implications for the existing literature that looks at the “doing” of public sector management.