Unfurling Organizational Innovation: The Case of a Public Research Organization

Abstract

This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.

JEL Classification: O31, M12, I28, J45, l32