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xi | |
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xii | |
About the authors |
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xiii | |
Foreword |
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xv | |
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William Jefferson Clinton |
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Foreword |
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xvii | |
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Preface |
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xix | |
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1 Entrepreneurship in the public sector |
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1 | (22) |
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1 | (1) |
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1 | (1) |
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Entrepreneurship: an overview |
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2 | (1) |
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Public sector entrepreneurship |
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3 | (3) |
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Differences between public and private sector entrepreneurship |
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6 | (1) |
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Framework for public sector entrepreneurship |
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7 | (8) |
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Challenges for public sector entrepreneurship |
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15 | (1) |
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Overcoming the challenges of public sector entrepreneurship |
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15 | (2) |
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Public sector entrepreneurship and government structure |
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17 | (2) |
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Public sector transformation towards entrepreneurship |
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19 | (4) |
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2 The government entrepreneur |
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23 | (19) |
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23 | (1) |
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23 | (1) |
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The dynamics of public sector entrepreneurship |
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24 | (4) |
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28 | (2) |
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Barriers to public sector innovations |
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30 | (1) |
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Challenges for the government entrepreneur |
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31 | (4) |
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Two significant roles in government entrepreneurship |
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35 | (1) |
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Characteristics of a government entrepreneur |
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36 | (6) |
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3 Formulating and managing policy innovation |
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42 | (16) |
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42 | (1) |
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42 | (1) |
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Pre-requisites for policy innovation |
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43 | (1) |
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Stages of policy innovation |
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44 | (1) |
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Policy (and its creation) is dynamic and location specific |
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44 | (2) |
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Approaches to innovation policy |
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46 | (1) |
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Different frameworks underlying the modes of organization |
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47 | (1) |
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The open method of coordination in innovation policy |
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47 | (1) |
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An actor-network theory analysis: policy innovation for smoke-free places |
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48 | (1) |
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Managing risk through innovation policy |
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49 | (1) |
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Understanding the policy landscape |
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50 | (3) |
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New approaches to creating innovative policy |
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53 | (5) |
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4 Locating and fostering innovation |
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58 | (17) |
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58 | (1) |
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58 | (1) |
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Why is it so hard to innovate? |
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59 | (1) |
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What does innovation look like? |
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60 | (1) |
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Creating a public culture that embraces change |
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60 | (3) |
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The influence of and interaction with the media |
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63 | (1) |
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Potential benefits of contracting services |
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63 | (1) |
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Examples of contracting innovation from the education sector |
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64 | (4) |
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Lessons from city level innovation initiatives |
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68 | (1) |
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Engaging the community on high impact projects |
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69 | (1) |
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Programs currently fostering entrepreneurial innovation |
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70 | (1) |
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Practical examples of governments fostering innovation |
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71 | (4) |
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5 Managing the internal and external politics |
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75 | (15) |
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75 | (1) |
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75 | (1) |
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76 | (3) |
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79 | (4) |
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83 | (7) |
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6 Developing the plan and building the coalition |
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90 | (19) |
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90 | (1) |
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90 | (1) |
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Overview of organizational structure |
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91 | (1) |
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Organizational structure in government |
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91 | (2) |
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93 | (1) |
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93 | (2) |
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95 | (4) |
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Creating the coalition's identity: applying sense-making to a coalition |
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99 | (1) |
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100 | (1) |
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Goal setting as a coalition |
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101 | (1) |
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Creating a coalition-friendly environment |
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102 | (1) |
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102 | (2) |
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Brokering the partnership idea: an example of coalition building in Krakow |
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104 | (1) |
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Public-private partnerships |
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104 | (5) |
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109 | (16) |
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109 | (1) |
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109 | (1) |
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109 | (2) |
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111 | (1) |
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Public-private partnerships |
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112 | (1) |
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Public-private partnership examples |
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113 | (2) |
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115 | (1) |
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116 | (1) |
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117 | (2) |
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Innovative programs of funding |
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119 | (6) |
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APPENDICES: CASE HISTORIES |
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Appendix 1 The Irish Celtic Tiger |
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125 | (34) |
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Definition of the term `Celtic Tiger' |
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125 | (2) |
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Ireland's economic evolution |
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127 | (1) |
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127 | (1) |
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128 | (1) |
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The Co-operative Movement |
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129 | (1) |
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129 | (1) |
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130 | (1) |
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The inter-party government era |
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131 | (1) |
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Plans for economic expansion |
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132 | (1) |
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Developing the plan and creating a coalition |
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133 | (1) |
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Developing a well-educated workforce |
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134 | (1) |
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The evolution of Irish currency and entry into the euro |
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135 | (1) |
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Managing internal and external politics |
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135 | (1) |
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Membership in the European Union |
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136 | (1) |
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The entrepreneurial challenge during the gestation of the Celtic Tiger (1987-92) |
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137 | (1) |
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Funding the entrepreneurial activities: adopting earned income models |
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138 | (1) |
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International Financial Services Centre |
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139 | (1) |
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Ireland's low corporation tax rate |
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139 | (2) |
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Dublin Business Innovation Centre |
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141 | (1) |
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141 | (1) |
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The birth of the Celtic Tiger in 1993 |
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141 | (1) |
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The level of entrepreneurial activity during the Celtic Tiger years |
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142 | (1) |
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A temporary downturn in 2001-03 |
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143 | (2) |
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Establishment of Enterprise Ireland and the HPSU |
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145 | (1) |
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The Science Foundation of Ireland |
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146 | (1) |
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Science Foundation Ireland and entrepreneurship |
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147 | (1) |
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Ireland's competitiveness |
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148 | (1) |
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The Irish government's entrepreneurial strategies following the demise of the Celtic Tiger |
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148 | (2) |
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150 | (1) |
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A unique internet platform for Ireland |
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151 | (1) |
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Aftermath of the Celtic Tiger |
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152 | (1) |
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153 | (1) |
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The National Asset Management Agency |
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153 | (1) |
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The poor management of Ireland's Celtic Tiger |
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154 | (1) |
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The entrepreneurial challenges facing Ireland's future |
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155 | (4) |
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Appendix 2 Singapore: The Lion City |
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159 | (23) |
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159 | (4) |
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163 | (1) |
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Initial development strategy |
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163 | (3) |
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166 | (2) |
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168 | (1) |
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Innovation and entrepreneurship |
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168 | (1) |
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Why is there so little entrepreneurship in Singapore? |
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169 | (2) |
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Measures and reforms to boost entrepreneurial ventures |
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171 | (1) |
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Policies, laws and deregulations |
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171 | (1) |
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Training and developing potential entrepreneurs |
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172 | (2) |
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174 | (2) |
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176 | (1) |
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The biggest challenge: changing the mindset of a people |
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176 | (1) |
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177 | (5) |
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Appendix 3 Entrepreneurship in the Saudi public sector |
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182 | (58) |
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The forms and colors of gold |
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182 | (1) |
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182 | (1) |
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183 | (1) |
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The birth of Saudi Arabia |
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183 | (1) |
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Black gold and the `seven sisters' |
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184 | (1) |
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185 | (1) |
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The chief architect of reforms |
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185 | (1) |
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186 | (1) |
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`Nation, faith, and patience' |
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187 | (1) |
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How did SAGIA achieve these numbers? |
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188 | (1) |
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SAGIA's ten golden rules for entrepreneurship in the public sector |
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188 | (1) |
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189 | (3) |
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192 | (6) |
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3 Execution, execution, execution |
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198 | (2) |
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200 | (7) |
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207 | (5) |
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212 | (6) |
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218 | (9) |
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227 | (6) |
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233 | (2) |
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235 | (5) |
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Appendix 4 HUG - Geneva University Hospital |
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240 | (11) |
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240 | (1) |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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A change of paradigm in training |
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243 | (1) |
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Executive education as a vector for change |
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244 | (1) |
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245 | (1) |
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246 | (1) |
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247 | (1) |
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247 | (4) |
Index |
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251 | |