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Re-organizing Australian public sector work: Conditions for innovating-in-practice

Journal Article


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Abstract


  • Public sector organizations continue to re-organize in response to reform imperatives but

    are they more innovative when they transform to market or customer orientations? This

    paper examines what we call innovating-in-practice in a hospital emergency department,

    a local government council and a corrections centre by analyzing how work organization

    dualities are negotiated using a practice theory lens. In public sector work, work dualities

    and tensions are often created when reform initiatives are introduced, requiring existing

    work practices to be challenged and changed. Our empirical illustrations expose the messiness

    and enmeshing of various practitioner interests, relations, materialities and purposes

    of practice in ways that restrict or embrace innovation. Innovating-in-practice ‘troubles’

    the structural limitations of conventional approaches to organizing or designing for innovation,

    suggesting in contrast, the value of more fluid processes for reinventing work that

    emerge from accommodating work organization dualities and interrogating the complexities

    of practice-based accomplishments.

  • Public sector organizations continue to re-organize in response to reform imperatives but

    are they more innovative when they transform to market or customer orientations? This

    paper examines what we call innovating-in-practice in a hospital emergency department,

    a local government council and a corrections centre by analyzing how work organization

    dualities are negotiated using a practice theory lens. In public sector work, work dualities

    and tensions are often created when reform initiatives are introduced, requiring existing

    work practices to be challenged and changed. Our empirical illustrations expose the messiness

    and enmeshing of various practitioner interests, relations, materialities and purposes

    of practice in ways that restrict or embrace innovation. Innovating-in-practice ‘troubles’

    the structural limitations of conventional approaches to organizing or designing for innovation,

    suggesting in contrast, the value of more fluid processes for reinventing work that

    emerge from accommodating work organization dualities and interrogating the complexities

    of practice-based accomplishments.

UOW Authors


  •   Johnsson, Mary C. (external author)
  •   Price, Oriana
  •   Manidis, Marie (external author)

Publication Date


  • 2014

Citation


  • Johnsson, M. C., Price, O. Milani. & Manidis, M. (2014). Re-organizing Australian public sector work: Conditions for innovating-in-practice. Scandinavian Journal of Public Administration, 18 (4), 29-50.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1906&context=buspapers

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/902

Number Of Pages


  • 21

Start Page


  • 29

End Page


  • 50

Volume


  • 18

Issue


  • 4

Place Of Publication


  • Sweden

Abstract


  • Public sector organizations continue to re-organize in response to reform imperatives but

    are they more innovative when they transform to market or customer orientations? This

    paper examines what we call innovating-in-practice in a hospital emergency department,

    a local government council and a corrections centre by analyzing how work organization

    dualities are negotiated using a practice theory lens. In public sector work, work dualities

    and tensions are often created when reform initiatives are introduced, requiring existing

    work practices to be challenged and changed. Our empirical illustrations expose the messiness

    and enmeshing of various practitioner interests, relations, materialities and purposes

    of practice in ways that restrict or embrace innovation. Innovating-in-practice ‘troubles’

    the structural limitations of conventional approaches to organizing or designing for innovation,

    suggesting in contrast, the value of more fluid processes for reinventing work that

    emerge from accommodating work organization dualities and interrogating the complexities

    of practice-based accomplishments.

  • Public sector organizations continue to re-organize in response to reform imperatives but

    are they more innovative when they transform to market or customer orientations? This

    paper examines what we call innovating-in-practice in a hospital emergency department,

    a local government council and a corrections centre by analyzing how work organization

    dualities are negotiated using a practice theory lens. In public sector work, work dualities

    and tensions are often created when reform initiatives are introduced, requiring existing

    work practices to be challenged and changed. Our empirical illustrations expose the messiness

    and enmeshing of various practitioner interests, relations, materialities and purposes

    of practice in ways that restrict or embrace innovation. Innovating-in-practice ‘troubles’

    the structural limitations of conventional approaches to organizing or designing for innovation,

    suggesting in contrast, the value of more fluid processes for reinventing work that

    emerge from accommodating work organization dualities and interrogating the complexities

    of practice-based accomplishments.

UOW Authors


  •   Johnsson, Mary C. (external author)
  •   Price, Oriana
  •   Manidis, Marie (external author)

Publication Date


  • 2014

Citation


  • Johnsson, M. C., Price, O. Milani. & Manidis, M. (2014). Re-organizing Australian public sector work: Conditions for innovating-in-practice. Scandinavian Journal of Public Administration, 18 (4), 29-50.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1906&context=buspapers

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/902

Number Of Pages


  • 21

Start Page


  • 29

End Page


  • 50

Volume


  • 18

Issue


  • 4

Place Of Publication


  • Sweden