Sustainable Innovation and Knowledge-Transfer in Public Administration

International Journal of Economics and Management Studies
© 2020 by SSRG - IJEMS Journal
Volume 7 Issue 6
Year of Publication : 2020
Authors : Adriana Grigorescu, Sorela-Maria Pruteanu, Marius Nita
pdf
How to Cite?

Adriana Grigorescu, Sorela-Maria Pruteanu, Marius Nita, "Sustainable Innovation and Knowledge-Transfer in Public Administration," SSRG International Journal of Economics and Management Studies, vol. 7,  no. 6, pp. 46-53, 2020. Crossref, https://doi.org/10.14445/23939125/IJEMS-V7I6P108

Abstract:

This article highlights the role of innovation in the public sector and which direction has been followed in order to support the improvement of the quality of management through innovations outputs. When we speak about public services, we must be aware that the services’ innovation approach needs improvements at the highest point in order to grow a developing economy. This study suggests that a positive impact comes from implementing innovative ideas in products that public organizations decide to offer to their citizens. Besides the role of improving the services and increasing the degree of satisfaction regarding citizens’ experience, innovation also aims to use resources efficiently. The public sector from different countries acts like a smart buyer using the technological knowledge transfer to stimulate competitiveness so that it adequately meets the public’s needs. The public sector is facing important challenges derived from the efficiency in sectors like health, security, transport; therefore, it is crucial to access programs that contribute to the development of a system responding to digitization’s future. To extend the knowledge regarding sustainability, we must clarify what does the difference between using traditional services and what means bringing service innovation in the public sector, used to obtain citizens’ positive feedback. The focus of this study is the highlight of the good practice examples regarding the way efficient and feasible (from both government and citizens’ point of view) public services work. 

Keywords:

Innovation, knowledge-transfer, continuous digitization, public services, electronic governance.

References:

[1] S. Herkema, A complex adaptive perspective on learning within innovation projects, The Learning Organization, (2003) 3-6.
[2] H. N. Rothberg,  G.S. Erickson, Big data systems: knowledge transfer or intelligence insights?,  Journal of Knowledge Management, 21(1) (2017)  92-112.
[3] European Commission, Digital Economy and Society Index (DESI) 2019: Questions and Answers, Brussels, (2019). 
[4] A. Grigorescu, C. Bob, Discriminant analysis for the abilities of public marketing specialists, regulation and best prectices in public and nonprofit marketing,  259
[5] Institutul National de Cercetare-Dezvoltare pentru Protectia Muncii Al. Darabont, Elemente ale procesului de transfer tehnologic cercetare-beneficiari industriali cu aplicații în domeniul securității și sănătății în muncă (SSM), Proiect cofinanțat din Fondul European de Dezvoltare Regionala prin Programul Operational Competitivitate 2014-2020, Bucuresti, (2018). 
[6] S.P. Robbins, Organization Theory: Structures Designs and Application, Prentice-Hall, Englewood Cliffs, New Jersey, (1990).
[7] D. Săvescu, Modalități de creștere economică prin inovare și transfer tehnologic. Teză de abilitare, Brașov (2015) 
[8] Y. Duan, W. Nie, E. Coakes, Identifying key factors affecting transnational knowledge transfer, Information & Management, 47(7-8) (2010) 356-363.
[9] H. Mintzberg, J. A. Waters, Tracking strategy in an entrepreneurial firm, Academy of Management Journal, 25 (1982) 465-499. 
[10] Government UK Government Transformation Strategy: background, United Kingdom, (2017).
[11] W, Johann, Safety rules as an instrument for organizational control, coordination and knowledge: Implications for rules management in Safety Science, nr. 80, Elsevier B.V., (2015). 
[12] European Commission, Europe's Digital Progress Report (EDPR), Country Profile Romania Intermediary report related to EU’s digital sector, country profile: Romania, Brussels, (2017).
[13] Eurostat’s online publication, Digital economy and digital society statistics at the regional level, Brussels, (2020). 
[14] W. F. Boh, T.T. Nguyen, Y. Xu, Knowledge transfer across dissimilar cultures, Journal of Knowledge Management, 17(1) (2013) 29-46.
[15] K. Khoualdi, A. Althomali, Impact of Knowledge Management on Employees’ Training and Development: Applied Study on Al Hada Hospital - Saudi Arabia SSRG International Journal of Economics and Management Studies 7(5) (2020) 119-122.
[16] A. Blazeski, Challenges of Knowledge Management in the Organizations from the Tourism Activity in the Republic of North Macedonia SSRG International Journal of Economics and Management Studies 7(5) (2020) 151-157
[17] H. Hussinki, A. Kianto, M. Vanhala, Knowledge management practices and innovation performance in Finland, Baltic Journal of Management, (2015).
[18] H. Inkinen, A. Kianto, M. Vanhala, Knowledge management practices and innovation performance in Finland, Finland, (2015)  4-5.
[19] European Commission, Powering European Public Sector Innovation: Towards A New Architecture, Brussels, (2013) 6.
[20] Communication de la Commission au Parlement Européen, au Conseil au Comité́ économique et social européen et au Comité́ des régions, Notre monde, notre dignité́, notre avenir, Brussels, (2017) 29.
[21] European Commission, Independent Expert Group Report on Open Innovation and Knowledge Transfer Boosting Open Innovation and Knowledge Transfer in the European Union, Brussels, 4. 
[22] V.R.L. Ruiz, D.N. Pena, J.L. Navarro, A. Grigorescu, Human development european city index: Methodology and results, Romanian Journal of Economic Forecasting 17 (3) 72-87.
[23] A. Grigorescu, Quality and customer satisfaction in public services, Amfiteatrul economic 10 130-135.
[24] N. Cugueró, J.M. Rosanas, The next generation of management control systems: justice and fairness as antecedents of goal congruence, IESE Business School – University of Navarra, Spania, (2011). 
[25] A. Coote, "People, Planet, Power. Towards a New Social Settlement", New Economics Foundation, London, 2015, p.64.
[26] B. Hallerod, B. Rothstein, S. Nandy, A. Daoud, Bad governance and poor children: a comparative analysis of government efficiency and severe child deprivation in 68 low- and middle-income countries, World Development, (2013) 19-31.
[27] H. Patrick, Safety Management and Safety Culture The Long, Hard and Winding Road, Centre for Safety Research, Leiden University, Netherland, (2003).
[28] G. Mulgan, Social innovation. What it is, why it matters and how it can be accelerated, Oxford School Center for Social Entrepreneurship.
[29] European Commission, Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions EU eGovernment Action Plan 2016-2020 Accelerating the digital transformation of government, Brussels, (2016) 3.
[30] J. Weichbrodt, Safety rules as an instrument for organizational control, coordination and knowledge: Implications for rules management, Safety Science, nr. 80, Elsevier B.V., (2015).
[31] W. Agrell, G.F. Treverton, Beyond the Great Divide in Analysis and Policy, National Intelligence and Science, Oxford University Press, (2015). 
[32] J. Egan, The Egrilutaan Review: Skills for sustainable communities, London, (2004) 19.
[33] N. Gavriluță, Noile religii seculare. Corectitudinea politică, tehnologiile viitorului şi trans-umanismul, Editura Polirom, Iaşi, (2018).
[34] F. Jovane, E. Westkämper, D. Williams, The Manufacture Road: Towards Competitive and Sustainable High-Adding-Value Manufacturing, Springer Publishing Editor (2009) 10-15.
[35] R. Goolsby., On Cybersecurity, Crowdsourcing, and Social CyberAttack, Policy Memo Series, 1 (2013).