Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity
Ano de defesa: | 2023 |
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Autor(a) principal: | |
Orientador(a): | |
Banca de defesa: | |
Tipo de documento: | Tese |
Tipo de acesso: | Acesso embargado |
Idioma: | eng |
Instituição de defesa: |
Não Informado pela instituição
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Programa de Pós-Graduação: |
Não Informado pela instituição
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Departamento: |
Não Informado pela instituição
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País: |
Não Informado pela instituição
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Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Link de acesso: | https://hdl.handle.net/10438/34612 |
Resumo: | This thesis consists of three articles that contribute to the public administration literature on innovation and its intersection with leadership and collaboration. Central to this exploration is the concept of innovation capability. In this regard, the first article, entitled "Understanding Innovation Capability in the Public Sector: A Research Agenda," conducts a systematic review of the literature, proposes a comprehensive definition of innovation capability in the public sector, identifies common themes, and identifies gaps for future research. One of the key contributions of this paper is the identification of a significant gap in the innovation capability literature, which focuses predominantly on the private sector and overlooks the distinctive characteristics of the public sector, such as public value and political leadership. In light of this gap, the second article titled "Advancing Innovation Capability in the Public Sector: The Enabling Role of Mayors' Political Leadership," focuses on mayor’s political leadership and its impact on innovation capability. This idea is explored through two case studies: an urban forestry plan in Palmas, Brazil, and a solid waste management initiative in Gangtok, India. The findings led to the development of four propositions: mayors can enable innovation capability by incorporating external knowledge, by promoting collaboration, by mobilizing financial resources, and by actively supporting innovation. However, to be effective support and commitment from mayors is crucial. Finally, in the third article, titled "Exploring the Link between Top Leadership Style and Ambidexterity in Innovative Public Collaborations", the focus shifts to another concept linking innovation, leadership, and collaboration, which has been relatively underexplored in the public sector: ambidexterity. In this regard, to investigate the links between top leadership and ambidexterity in innovative public collaborations, a case on urban agriculture in the city of Florianopolis, Brazil, was analyzed. The results show that a transformational leadership style was associated with exploratory innovation, while a transactional leadership style was associated with exploitative innovation. These initial findings highlight the importance of combining different top leadership styles, whether through shared leadership or rotational leadership, to enhance ambidexterity and improve innovation in public collaborations. The results of the three articles not only contribute to the existing body of knowledge, but also lay the foundation for future research in this area. |
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Picavet, Marc Eric BardaEscolas::EAESPBerman, Evan MichaelShapira, PhilipMele, ValentinaOliveira, José Antônio Puppim de2023-12-13T16:26:00Z2023-12-13T16:26:00Z2023-09-11https://hdl.handle.net/10438/34612This thesis consists of three articles that contribute to the public administration literature on innovation and its intersection with leadership and collaboration. Central to this exploration is the concept of innovation capability. In this regard, the first article, entitled "Understanding Innovation Capability in the Public Sector: A Research Agenda," conducts a systematic review of the literature, proposes a comprehensive definition of innovation capability in the public sector, identifies common themes, and identifies gaps for future research. One of the key contributions of this paper is the identification of a significant gap in the innovation capability literature, which focuses predominantly on the private sector and overlooks the distinctive characteristics of the public sector, such as public value and political leadership. In light of this gap, the second article titled "Advancing Innovation Capability in the Public Sector: The Enabling Role of Mayors' Political Leadership," focuses on mayor’s political leadership and its impact on innovation capability. This idea is explored through two case studies: an urban forestry plan in Palmas, Brazil, and a solid waste management initiative in Gangtok, India. The findings led to the development of four propositions: mayors can enable innovation capability by incorporating external knowledge, by promoting collaboration, by mobilizing financial resources, and by actively supporting innovation. However, to be effective support and commitment from mayors is crucial. Finally, in the third article, titled "Exploring the Link between Top Leadership Style and Ambidexterity in Innovative Public Collaborations", the focus shifts to another concept linking innovation, leadership, and collaboration, which has been relatively underexplored in the public sector: ambidexterity. In this regard, to investigate the links between top leadership and ambidexterity in innovative public collaborations, a case on urban agriculture in the city of Florianopolis, Brazil, was analyzed. The results show that a transformational leadership style was associated with exploratory innovation, while a transactional leadership style was associated with exploitative innovation. These initial findings highlight the importance of combining different top leadership styles, whether through shared leadership or rotational leadership, to enhance ambidexterity and improve innovation in public collaborations. The results of the three articles not only contribute to the existing body of knowledge, but also lay the foundation for future research in this area.Esta tese é comporta por três artigos que contribuem para a literatura de administração pública sobre inovação e sua interseção com liderança e colaboração. Central para esta exploração é o conceito de capacidade de inovação. Neste sentido, o primeiro artigo, intitulado "Capacidade de Inovação no Setor Público: Uma Agenda de Pesquisa", realiza uma revisão sistemática da literatura, propõe uma definição abrangente de capacidade de inovação no setor público, identifica temas comuns e lacunas para futuras pesquisas. Uma das principais contribuições deste artigo é a identificação de uma lacuna significativa na literatura sobre capacidade de inovação, que se concentra predominantemente no setor privado e ignora as características distintivas do setor público, como o valor público e a liderança política. Diante dessa lacuna, o segundo artigo intitulado "Capacidade de Inovação no Setor Público: O Papel Facilitador da Liderança Política dos Prefeitos" foca na liderança política dos prefeitos e seu impacto na capacidade de inovação. Essa ideia é explorada por meio de dois estudos de caso: um plano de arborização urbana em Palmas, Brasil, e uma iniciativa de gestão de resíduos sólidos em Gangtok, Índia. Os resultados levaram ao desenvolvimento de quatro proposições: os prefeitos podem facilitar a capacidade de inovação incorporando conhecimento externo, promovendo a colaboração, mobilizando recursos financeiros e apoiando ativamente a inovação. No entanto, o apoio a longo prazo dos prefeitos é crucial para que isso seja eficaz. Por fim, no terceiro artigo, intitulado "Explorando a Conexão entre Estilo de Liderança e Ambidestria em Colaborações Públicas Inovadoras", o foco se desloca para outro conceito que relaciona inovação, liderança e colaboração, e que foi relativamente pouco explorado no setor público: ambidestria. Nesse sentido, para investigar as conexões entre liderança e ambidestria em colaborações públicas inovadoras, um caso de agricultura urbana na cidade de Florianópolis, Brasil, foi analisado. Os resultados mostram que um estilo de liderança transformacional está associado à atividades de exploração (inovações radicais), enquanto um estilo de liderança transacional está associado a atividades de explotação (inovações incrementais). Esses resultados destacam a importância de combinar diferentes estilos de liderança, seja por meio de liderança compartilhada ou rodízio de liderança, para aprimorar a ambidestria e, portanto, a capacidade de inovação das colaborações públicas. Os resultados dos três artigos não apenas contribuem para a literatura existente, mas também estabelecem as bases para futuras pesquisas nessa área. engPublicInnovationLeadershipCollaborationCapabilityAmbidexterityLocal governmentsAdministração públicaInovaçãoLiderançaColaboraçãoCapacidadeAmbidestriaGoverno localAdministração públicaAdministração pública - Inovações tecnológicasDesenvolvimento organizacionalLiderançaRelações interorganizacionaisAdministração localUnraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterityinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/doctoralThesisinfo:eu-repo/semantics/embargoedAccessreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas (FGV)instacron:FGVORIGINALThesis final Marc Picavet final.pdfThesis final Marc Picavet 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dc.title.eng.fl_str_mv |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
title |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
spellingShingle |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity Picavet, Marc Eric Barda Public Innovation Leadership Collaboration Capability Ambidexterity Local governments Administração pública Inovação Liderança Colaboração Capacidade Ambidestria Governo local Administração pública Administração pública - Inovações tecnológicas Desenvolvimento organizacional Liderança Relações interorganizacionais Administração local |
title_short |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
title_full |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
title_fullStr |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
title_full_unstemmed |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
title_sort |
Unraveling the interplay of leadership, collaboration, and innovation in the public sector: an analytical exploration through innovation capability and ambidexterity |
author |
Picavet, Marc Eric Barda |
author_facet |
Picavet, Marc Eric Barda |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Berman, Evan Michael Shapira, Philip Mele, Valentina |
dc.contributor.author.fl_str_mv |
Picavet, Marc Eric Barda |
dc.contributor.advisor1.fl_str_mv |
Oliveira, José Antônio Puppim de |
contributor_str_mv |
Oliveira, José Antônio Puppim de |
dc.subject.eng.fl_str_mv |
Public Innovation Leadership Collaboration Capability Ambidexterity Local governments |
topic |
Public Innovation Leadership Collaboration Capability Ambidexterity Local governments Administração pública Inovação Liderança Colaboração Capacidade Ambidestria Governo local Administração pública Administração pública - Inovações tecnológicas Desenvolvimento organizacional Liderança Relações interorganizacionais Administração local |
dc.subject.por.fl_str_mv |
Administração pública Inovação Liderança Colaboração Capacidade Ambidestria Governo local |
dc.subject.area.por.fl_str_mv |
Administração pública |
dc.subject.bibliodata.por.fl_str_mv |
Administração pública - Inovações tecnológicas Desenvolvimento organizacional Liderança Relações interorganizacionais Administração local |
description |
This thesis consists of three articles that contribute to the public administration literature on innovation and its intersection with leadership and collaboration. Central to this exploration is the concept of innovation capability. In this regard, the first article, entitled "Understanding Innovation Capability in the Public Sector: A Research Agenda," conducts a systematic review of the literature, proposes a comprehensive definition of innovation capability in the public sector, identifies common themes, and identifies gaps for future research. One of the key contributions of this paper is the identification of a significant gap in the innovation capability literature, which focuses predominantly on the private sector and overlooks the distinctive characteristics of the public sector, such as public value and political leadership. In light of this gap, the second article titled "Advancing Innovation Capability in the Public Sector: The Enabling Role of Mayors' Political Leadership," focuses on mayor’s political leadership and its impact on innovation capability. This idea is explored through two case studies: an urban forestry plan in Palmas, Brazil, and a solid waste management initiative in Gangtok, India. The findings led to the development of four propositions: mayors can enable innovation capability by incorporating external knowledge, by promoting collaboration, by mobilizing financial resources, and by actively supporting innovation. However, to be effective support and commitment from mayors is crucial. Finally, in the third article, titled "Exploring the Link between Top Leadership Style and Ambidexterity in Innovative Public Collaborations", the focus shifts to another concept linking innovation, leadership, and collaboration, which has been relatively underexplored in the public sector: ambidexterity. In this regard, to investigate the links between top leadership and ambidexterity in innovative public collaborations, a case on urban agriculture in the city of Florianopolis, Brazil, was analyzed. The results show that a transformational leadership style was associated with exploratory innovation, while a transactional leadership style was associated with exploitative innovation. These initial findings highlight the importance of combining different top leadership styles, whether through shared leadership or rotational leadership, to enhance ambidexterity and improve innovation in public collaborations. The results of the three articles not only contribute to the existing body of knowledge, but also lay the foundation for future research in this area. |
publishDate |
2023 |
dc.date.accessioned.fl_str_mv |
2023-12-13T16:26:00Z |
dc.date.available.fl_str_mv |
2023-12-13T16:26:00Z |
dc.date.issued.fl_str_mv |
2023-09-11 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/doctoralThesis |
format |
doctoralThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://hdl.handle.net/10438/34612 |
url |
https://hdl.handle.net/10438/34612 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/embargoedAccess |
eu_rights_str_mv |
embargoedAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
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Fundação Getulio Vargas (FGV) |
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FGV |
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FGV |
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Repositório Institucional do FGV (FGV Repositório Digital) |
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Repositório Institucional do FGV (FGV Repositório Digital) |
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