Abstract
The public sector is often considered synonym with inefficiency and a lack of motivation to be innovative. This paper seeks to contribute towards the literature surrounding social entrepreneurship in the public sector, through using institutional theory to underpin an e-Innovations model that promotes social entrepreneurship, while recognising how the adoption of innovation within the public sector is fostered. The proposed model seeks to serve as a process that threatens the conservative and risk-averse culture endemic in the public sector.
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Acknowledgements
We acknowledge the support from the Information Systems Evaluation and Integration Group (ISEing), which supported part of this work. ISEing was established at Brunel University under a research grant from the U.K. Engineering and Physical Sciences Research Council (EPSRC: GR/R08025/01). Ideas for this position paper came out of an EPSRC-funded grant: ‘e-Government Integration and Systems Evaluation (e-GISE)’. EPSRC Ref: [GR/T27020/01]. We acknowledge the support and additional comments provided by both Professors Ray Paul and Richard Baskerville. Their contribution did help improve the manuscript.
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Irani, Z., Elliman, T. Creating social entrepreneurship in local government. Eur J Inf Syst 17, 336–342 (2008). https://doi.org/10.1057/ejis.2008.35
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DOI: https://doi.org/10.1057/ejis.2008.35