Powering collaborative policy innovation: Can innovation labs help?

Innovation Journal

Volumn 17, Issue 1, 2012, Pages

  Carstensen, Helle Vibeke ^a   Bason, Christian ^b  

^a Ministry of Taxation   (Denmark)

^b MindLab   (Denmark)

Author keywords

Collaboration; Governance; Innovation labs; Policy development.

Indexed keywords

EID: 84876960250     PISSN: None     EISSN: 17153816     Source Type: Journal    
DOI: None     Document Type: Article

References (35)

1. th 2009, available at http://ec.europa.eu/enterprise/policies/innovation/files/speech_barroso_en.pdf (accessed on January 13, 2012).
2. Bason, C. 2010. Leading public sector innovation: Co-creating for a better society. Bristol: Policy Press.
3. Bessant, J. 2005. Enabling continuous and discontinuous innovation: Learning from the private sector. Public Money and Management, 25(1): 35-42.
4. Binder, T. and E. Brandt. 2008. The Design: Lab as platform in participatory design research. CoDesign, 4(2): 115-29.
5. Brown, T. 2009. Change by Design: How design thinking transforms organizations and inspires innovation. New York: HarperCollins.
6. Carstensen, H. V. 2010. Skatteministeriet - et innokrati [The Ministry of Taxation: An innocrati]. Administrativ Debat, 2: 16-19.
7. Christiansen, J. and C. Bason. 2011. Profil af det offentlige laboratorium [Profile of the public sector lab]. Økonomistyring & Informatik, 26(4): 323-48.
8. Eggers, W. and J. O'Leary. 2009. If We Can Put a Man on the Moon... Getting Big Things Done in Government. Boston: Harvard Business Press.
9. Eggers, W. D. and S. K. Singh. 2009. The Public Innovators Playbook. Deloitte Research.
10. FORA. 2007. Concept design. Copenhagen: Enterprise & Construction Agency.
11. Harris, M. and D. Albury. 2009. The Innovation Imperative, available at http://www.nesta.org.uk/publications/reports/assets/features/the_innovation_imperative (ac-cessed on January 13, 2012).
12. Hartley, J. 2005. Innovation in Governance and Public Services: Past and Present, Public Money and Management, 25(1): 27-34.
13. Hattori, R. A. and J. Wycoff. 2002. Innovation DNA: A good idea is not enough. It has to create value, Training and Development, 56(2): 25-39.
14. Kanter, R. M. 2006. Innovation: The Classic Traps, Harvard Business Review, 84(11): 72-83.
15. Kao, J. 2002. John Kao's Innovation Manifesto: 20 precepts about innovation. San Francisco
16. Kelley, T. 2005. The Ten Faces of Innovation. New York: Doubleday.
17. March, J. G. 1991. Exploration and exploitation in organizational learning, Organization Science, 2(1): 71-87.
18. McClory, J. and E. N. Andersson. 2011. North Stars - Nordic, Monocle Magazine, 14(5): 121-4.
19. Mendonca, L. T. and H. Rao. 2008. Lessons from innovation's front lines: An interview with IDEO's CEO. McKinsey Quarterly, November 2008.
20. Moore, M. H. 1995. Creating Public Value: Strategic Management in Government. Boston: Harvard University Press.
21. Mulgan, G. 2007. Ready or not? Taking innovation in the public sector seriously. Nesta Provo-cation, 03, available at www.nesta.org.uk/assets/documents/ready_or_not (accessed on January 13, 2012).
22. Mulgan, G. 2009. The art of public strategy. Oxford: Oxford University Press.
23. National Audit Office. 2006. Achieving innovation in central government organisations, avail-able at http://www.nao.org.uk/publications/0506/achieving_innovation_in_centra.aspx (accessed on January 13, 2012).
24. National Audit Office. 2009. Innovation across central government, available at http://www.nao.org.uk/publications/0809/innovation_across_government.aspx (accessed on January 13, 2012).
25. Nissen, C. J. 2006. "Presentation of external evaluation of MindLab", Open Futures Consortium Meeting, Warsaw, October 2006.
26. OECD. 2005. Modernising government: The way forward, available at http://www.oecd.org/document/15/0,3343,en_2649_33735_35405455_1_1_1_1,00.html (ac-cessed on January 13, 2012).
27. Osborne, S. P. and K. Brown. 2005. Managing Change and Innovation in Public Service Organisations, London: Routledge.
28. Parker, S. and J. Heapy. 2006. The Journey to the Interface: How Public Service Design Can Connect Users to Reform. London: Demos.
29. Pollitt, C. 2003. The Essential Public Manager. Buckingham: Open University Press.
30. Rambøll Management. 2006. Innovationskraft: Potentialer og dilemmaer i offentlig innovation [Powering Innovation: Potentials and Dilemmas in Public Sector Innovation], Copenhagen: Rambøll Management.
31. Rittel, H. and M. Webber. 1973. Dilemmas in a general theory of planning, Policy Sciences, 4(2): 155-69.
32. Sanders, E. and P. J. Stappers. 2008. Co-creation and the new landscapes of design. CoDesign: International Journal of CoCreation in Design and the Arts, 4(1): 5-18.
33. Torfing, J. and E. Sørensen (Eds). 2011. Samarbejdsdrevet innovation i den offentlige sektor [Collaborative Innovation in the Public Sector]. Copenhagen: DJØF Forlag.
34. Von Hippel, E. 2010. The role of lead users in innovation. Pp. 411-28. in Handbook of the Economics of Innovation, Vol. I, edited by B. H. Halland and N. Rosenberg. Burlington: Academic Press.
35. Wilson, J. Q. 1989. Bureaucracy: What Governments Do and Why They Do It. New York: Basic Books.