Entrepreneurship in the Public Sector [electronic resource] : When Middle Managers Create Public Value /
Diefenbach, Fabian Elias.author.
Entrepreneurship is often considered one way for public sector organizations to better serve the public. But what are the drivers for entrepreneurship in such organizations? And does entrepreneurship really create value? To answer these questions, Fabian E. Diefenbach develops a research model based on a comprehensive review of the literatures on private sector corporate entrepreneurship, public entrepreneurship, and public value management. The empirical analyses identify five drivers of entrepreneurship and show a positive effect of entrepreneurship on value creation. This book concludes with a detailed discussion of the results and, importantly, their implications for public sector managers.
Description based upon print version of record.
Foreword; Acknowledgements; Overview of Contents; Table of Contents; List of Tables; List of Figures; List of Abbreviations; Abstract; Zusammenfassung; 1 Introduction; 1.1 Context: Entrepreneurship and Public Value in the Public Sector; 1.2 Research Gap and Research Questions; 1.3 Contributions; 1.4 Dissertation Outline; 2 Private Sector Corporate Entrepreneurship; 2.1 The Concept of Entrepreneurship within Organizations; 2.1.1 Categorization of Literature; 2.1.2 Historical Development of Literature; 2.1.3 Entrepreneurial Orientation; 2.1.4 Dimensions of Entrepreneurial Orientation
2.1.5 Summary of Key Terms2.2 The Role of Middle Management; 2.2.1 The Role of Middle Management in Strategy The Definition of Middle Managers; The Changing View of Middle Management's Role; The Middle Management Perspective; 2.2.2 The Role of Middle Management in Corporate Entrepreneurship Corporate Entrepreneurship - a Multi-level Phenomenon; The Roles and Behaviors of Middle Managers; A Model of Middle Managers' Entrepreneurial Behavior; 2.3 Antecedents and Consequences of Corporate Entrepreneurship; 2.3.1 Organizational Antecedents; 2.3.2 Environmental Antecedents
2.3.3 Managerial Antecedents2.3.4 Consequences; 2.4 Summary of Private Sector Corporate Entrepreneurship; 3 Entrepreneurship in the Public Sector; 3.1 The Concept of Entrepreneurship in the Public Sector; 3.1.1 Differences between Private and Public Sector Organizations; 3.1.2 Definitions of Entrepreneurship in the Public Sector; Definitions Used in Literature; Dimensions of Entrepreneurial Orientation; Working Definitions of Entrepreneurship within Public Sector Organizations; 3.1.3 Justification for Entrepreneurship in the Public Sector
3.1.4 Limitations to Entrepreneurship in the Public Sector3.2 The Emergence of Public Value Research; 3.2.1 Traditional Public Management; 3.2.2 New Public Management; 3.2.3 Public Value Management; Definitions; What is Public Value?; Problems and Criticism; 3.2.4 Comparison of Approaches; 3.3 Literature Review on Entrepreneurship in the Public Sector; 3.3.1 Categorization; 3.3.2 Outsiders and Politicians; 3.3.3 Top Managers and whole Organizations; Conceptual and Qualitative; Quantitative (Descriptive); Quantitative (Inferential); 3.3.4 Middle Managers; 3.3.5 Front-line Managers and Staff
3.4 Summary and Open Questions4 Hypotheses and Theoretical Model; 4.1 Research Frame; 4.2 Organizational Antecedents of Entrepreneurial Orientation; 4.2.1 Management Support; 4.2.2 Work Discretion; 4.2.3 Rewards/Reinforcement; 4.2.4 Resource Availability; 4.2.5 Management Control System; Management Control System: KPI focus and KPI interpretation; Management Control System: Goal Ambiguity; 4.3 Environmental Antecedents of Entrepreneurial Orientation; 4.3.1 Multitude of Expectations; 4.3.2 Legal Mandate; 4.4 Managerial Antecedents of Entrepreneurial Orientation; 4.4.1 Job Insecurity
4.4.2 Localism
Dissertation--University of St. Gallen, 2011.
Includes bibliographical references.
Entrepreneurship is often considered one way for public sector organizations to better serve the public. But what are the drivers for entrepreneurship in such organizations? And does entrepreneurship really create value? To answer these questions, Fabian E. Diefenbach develops a research model based on a comprehensive review of the literatures on private sector corporate entrepreneurship, public entrepreneurship, and public value management. The empirical analyses identify five drivers of entrepreneurship and show a positive effect of entrepreneurship on value creation. This book concludes with a detailed discussion of the results and, importantly, their implications for public sector managers.
Public administration.
Management.
Public Administration.
Management.