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Governpreneurship: Establishing a Thriving Entrepreneurial Spirit in Government [Kietas viršelis]

3.88/5 (34 ratings by Goodreads)
  • Formatas: Hardback, 288 pages, aukštis x plotis: 234x156 mm
  • Išleidimo metai: 31-Oct-2012
  • Leidėjas: Edward Elgar Publishing Ltd
  • ISBN-10: 1781951624
  • ISBN-13: 9781781951620
Kitos knygos pagal šią temą:
  • Formatas: Hardback, 288 pages, aukštis x plotis: 234x156 mm
  • Išleidimo metai: 31-Oct-2012
  • Leidėjas: Edward Elgar Publishing Ltd
  • ISBN-10: 1781951624
  • ISBN-13: 9781781951620
Kitos knygos pagal šią temą:
'After more than twenty years in public office and ten years traveling the world for my Foundation, I've concluded that the best outcomes occur when a strong, effective private sector works together with an innovative, entrepreneurial government to promote the economy. I know that as you read this book, you ll gain invaluable insights about the type of government that will succeed in the twenty-first century.' - From the foreword by President William Jefferson Clinton Challenging the traditional view that entrepreneurship is exclusively a private-sector concern, Governpreneurship presents a compelling argument for increased focus on entrepreneurship in public sector organizations. The only book to date to focus specifically on government entrepreneurship, this innovative volume combines Robert D. Hisrich's vast theoretical knowledge with the practical experience of Amr Al-Dabbagh, who applied entrepreneurship in the Saudi public sector with excellent results. Featuring forewords by former US President Bill Clinton and former Malaysian Prime Minister Dr. Mahathir Mohamad, as well as four case studies that demonstrate the effectiveness of government entrepreneurship in action, this fascinating book breaks new ground in a rapidly growing field.

In a time when government funds are being reduced and its services increasingly questioned, fostering an entrepreneurial spirit within the government becomes a vital concern. Although there is no ideal model for achieving government entrepreneurship, this volume outlines a number of innovative strategies designed to help public sector managers undertake their public mission while developing an entrepreneurial culture within their organization. The authors offer thorough and indispensible advice covering every aspect of government entrepreneurship, from framework to policy to funding and beyond. Finally, the book concludes with four case studies that explore successful government entrepreneurial undertakings in Ireland, Singapore, Saudi Arabia and Switzerland.

Government officials and other leaders in the public sector will find this book an indispensible guide to establishing an entrepreneurial focus in their organizations. Professors and students working in entrepreneurship, public sector management, and other business-related fields will also have much to admire in this innovative addition to the literature.

Recenzijos

I cant think of a more qualified scholar to tackle the difficult subject of governpreneurship than Bob Hisrich. His vast experience in and knowledge of entrepreneurship has enabled a thorough application of entrepreneurial principles to government organizations. This book should be recommended reading for everyone in government at every level. We can only hope that a new era of governpreneurship is launched with this useful and practical guide. -- Thomas N. Duening, University of Colorado, Colorado Springs US

List of figures
xi
List of tables
xii
About the authors xiii
Foreword xv
William Jefferson Clinton
Foreword xvii
Dr Mahathir Mohamad
Preface xix
Robert D. Hisrich
Amr Al-Dabbagh
1 Entrepreneurship in the public sector
1(22)
Chapter objectives
1(1)
Introduction
1(1)
Entrepreneurship: an overview
2(1)
Public sector entrepreneurship
3(3)
Differences between public and private sector entrepreneurship
6(1)
Framework for public sector entrepreneurship
7(8)
Challenges for public sector entrepreneurship
15(1)
Overcoming the challenges of public sector entrepreneurship
15(2)
Public sector entrepreneurship and government structure
17(2)
Public sector transformation towards entrepreneurship
19(4)
2 The government entrepreneur
23(19)
Chapter objectives
23(1)
Introduction
23(1)
The dynamics of public sector entrepreneurship
24(4)
Government innovation
28(2)
Barriers to public sector innovations
30(1)
Challenges for the government entrepreneur
31(4)
Two significant roles in government entrepreneurship
35(1)
Characteristics of a government entrepreneur
36(6)
3 Formulating and managing policy innovation
42(16)
Chapter objectives
42(1)
Introduction
42(1)
Pre-requisites for policy innovation
43(1)
Stages of policy innovation
44(1)
Policy (and its creation) is dynamic and location specific
44(2)
Approaches to innovation policy
46(1)
Different frameworks underlying the modes of organization
47(1)
The open method of coordination in innovation policy
47(1)
An actor-network theory analysis: policy innovation for smoke-free places
48(1)
Managing risk through innovation policy
49(1)
Understanding the policy landscape
50(3)
New approaches to creating innovative policy
53(5)
4 Locating and fostering innovation
58(17)
Chapter objectives
58(1)
Introduction
58(1)
Why is it so hard to innovate?
59(1)
What does innovation look like?
60(1)
Creating a public culture that embraces change
60(3)
The influence of and interaction with the media
63(1)
Potential benefits of contracting services
63(1)
Examples of contracting innovation from the education sector
64(4)
Lessons from city level innovation initiatives
68(1)
Engaging the community on high impact projects
69(1)
Programs currently fostering entrepreneurial innovation
70(1)
Practical examples of governments fostering innovation
71(4)
5 Managing the internal and external politics
75(15)
Chapter objectives
75(1)
Introduction
75(1)
Internal politics
76(3)
External politics
79(4)
Change from the outside
83(7)
6 Developing the plan and building the coalition
90(19)
Chapter objectives
90(1)
Introduction
90(1)
Overview of organizational structure
91(1)
Organizational structure in government
91(2)
What is a coalition?
93(1)
Benefits to a coalition
93(2)
Obstacles to a coalition
95(4)
Creating the coalition's identity: applying sense-making to a coalition
99(1)
Assessing risks
100(1)
Goal setting as a coalition
101(1)
Creating a coalition-friendly environment
102(1)
Elements of success
102(2)
Brokering the partnership idea: an example of coalition building in Krakow
104(1)
Public-private partnerships
104(5)
7 Funding the venture
109(16)
Chapter objectives
109(1)
Introduction
109(1)
New ways of financing
109(2)
Cost-saving activities
111(1)
Public-private partnerships
112(1)
Public-private partnership examples
113(2)
(RED)
115(1)
Venture capital
116(1)
Lessons from the EU
117(2)
Innovative programs of funding
119(6)
APPENDICES: CASE HISTORIES
Appendix 1 The Irish Celtic Tiger
125(34)
Patricia Kavanagh
Definition of the term `Celtic Tiger'
125(2)
Ireland's economic evolution
127(1)
The early years
127(1)
The DeValera era
128(1)
The Co-operative Movement
129(1)
The Irish sweepstake
129(1)
The Fianna Fail era
130(1)
The inter-party government era
131(1)
Plans for economic expansion
132(1)
Developing the plan and creating a coalition
133(1)
Developing a well-educated workforce
134(1)
The evolution of Irish currency and entry into the euro
135(1)
Managing internal and external politics
135(1)
Membership in the European Union
136(1)
The entrepreneurial challenge during the gestation of the Celtic Tiger (1987-92)
137(1)
Funding the entrepreneurial activities: adopting earned income models
138(1)
International Financial Services Centre
139(1)
Ireland's low corporation tax rate
139(2)
Dublin Business Innovation Centre
141(1)
Managing the process
141(1)
The birth of the Celtic Tiger in 1993
141(1)
The level of entrepreneurial activity during the Celtic Tiger years
142(1)
A temporary downturn in 2001-03
143(2)
Establishment of Enterprise Ireland and the HPSU
145(1)
The Science Foundation of Ireland
146(1)
Science Foundation Ireland and entrepreneurship
147(1)
Ireland's competitiveness
148(1)
The Irish government's entrepreneurial strategies following the demise of the Celtic Tiger
148(2)
The global Irish network
150(1)
A unique internet platform for Ireland
151(1)
Aftermath of the Celtic Tiger
152(1)
The property bubble
153(1)
The National Asset Management Agency
153(1)
The poor management of Ireland's Celtic Tiger
154(1)
The entrepreneurial challenges facing Ireland's future
155(4)
Appendix 2 Singapore: The Lion City
159(23)
Katie Nehlsen
History
159(4)
Early challenges
163(1)
Initial development strategy
163(3)
Singapore, Inc.
166(2)
New development strategy
168(1)
Innovation and entrepreneurship
168(1)
Why is there so little entrepreneurship in Singapore?
169(2)
Measures and reforms to boost entrepreneurial ventures
171(1)
Policies, laws and deregulations
171(1)
Training and developing potential entrepreneurs
172(2)
Spring
174(2)
Biopolis
176(1)
The biggest challenge: changing the mindset of a people
176(1)
Has it worked?
177(5)
Appendix 3 Entrepreneurship in the Saudi public sector
182(58)
Amr Al-Dabbagh
The forms and colors of gold
182(1)
The hub
182(1)
The home of Islam
183(1)
The birth of Saudi Arabia
183(1)
Black gold and the `seven sisters'
184(1)
The kingdom
185(1)
The chief architect of reforms
185(1)
Birth of SAGIA
186(1)
`Nation, faith, and patience'
187(1)
How did SAGIA achieve these numbers?
188(1)
SAGIA's ten golden rules for entrepreneurship in the public sector
188(1)
1 I aim, therefore I am
189(3)
2 The greatest among you
192(6)
3 Execution, execution, execution
198(2)
4 Organic tastes better
200(7)
5 Collaboration cures
207(5)
6 Customer is king
212(6)
7 The next big thing
218(9)
8 Reaching out
227(6)
9 Honey, no money
233(2)
10 No risk, no gain
235(5)
Appendix 4 HUG - Geneva University Hospital
240(11)
Raphael H. Cohen
The unification
240(1)
The strategic plan
241(1)
The burning platform
241(1)
The managerial challenge
242(1)
A change of paradigm in training
243(1)
Executive education as a vector for change
244(1)
Encouraging innovation
245(1)
The resources bottleneck
246(1)
The next move
247(1)
The review
247(4)
Index 251
The late Robert D. Hisrich, formerly Bridgestone Chair of International Marketing and Director of the Global Management Center and International Programs, Kent State University, US and Amr Al-Dabbagh, Chairman and CEO, Al-Dabbagh Group and Former Governor, Saudi Arabian General Investment Authority (SAGIA), with a rank of Minister

Forewords by President William Jefferson Clinton and His Excellency, Tun Dr Mahathir Mohamad