Managing Public Services Innovation: The Experience of English Housing Associations
Innovation is promoted to improve performance and increase the quality of services provided by public service organisations. Managing public services innovation provides the first in-depth exploration of innovation and the management of innovation in the housing association sector. Drawing on longitudinal case studies and data sets, including the Housing Corporation's Innovation and Good Practice database, Managing public services innovation indicates that housing associations have innovative capacity and classifies innovation in the sector; identifies the 'innovative housing association' and its key characteristics; explores the way innovation has been managed in housing associations making recommendations for best practice; develops techniques to develop evidence-based policy in the housing association sector; and discusses the implications of innovating in regulated public service industries.
Managing public services innovation is essential reading for housing industry and public management professionals, policy makers and academics in housing, business and public management departments.
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one Introduction I
three The housing association policy environment regulation and
four Classifying and measuring innovation
4 other sections not shown
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activities adoption areas behaviour Black Country Burns and Stalker call centres case-study associations Chapter characteristics of innovative Damanpour database DETR development team developmental diffusion diffusion of innovations diversification East Dorset ensure environment Everett Rogers example expansionary explored full-time equivalent Gold Service Hastoe highlighted housing association innovation housing association sector Housing Corporation housing management ideas identified implementation of innovation important initiation innovation classification innovation development innovation journey innovation process innovation research innovative association innovative capacity innovative housing association innovative organisations involved Irwell Valley management of innovation managing innovation Mullins needs Non-innovative organisational innovativeness partnerships performance practice private renting private sector professional public services innovation public services organisations public services sector quasi-market range regulatory regime reinvented relationship Riverside role seen significant social housing specialisation stage techniques tenants total innovations transfer types of innovation typology users variables wider