The power of enthusiasm in collaborative innovation: a case study of the power of individual action in the establishment of a local medical centre in Norway
The aim of this article is to address a much-neglected aspect of collaborative innovational analysis: the power of individual action in the conversion of innovative ideas to local practice. The theoretical framework for the empirical analysis comes from the existing literature on power, collaborative innovation, and public-sector entrepreneurs. On the basis of an in-depth single-case study, this article highlights how one enthusiastic person can acquire a power base that is strong enough to realize her innovational efforts. Overall, this article emphasizes that collaborative innovation can create opportunities for single individuals who have the will and the energy required to innovate. Moreover, it illustrates that the power of such enthusiastic individuals is an important driving force in innovational processes.
Arts, B. & Van Tatenhove, J. (2004). Policy and power: A conceptual framework between the ‘old’ and ‘new’ policy idioms. Policy sciences, 37(3-4), 339-356.
Andersen, O. J. & Pierre, J. (2010). Exploring the strategic region: Rationality, context, and institutional collective action. Urban Affairs Review. 46(2), 218-240.
Atkinson, R & Flint, J. (2001). Accessing Hidden and Hard-to-Reach Populations: Snowball Research Srategies. Social research update, 33(1), 1-4.
Bennis, W. G., & Nanus, B. (1985). Leaders. The strategies for taking charge. New York: Harper & Row.
Bommert, B. (2010). Collaborative innovation in the public sector. International public management review, 11(1), 15-33.
Borins, S. (2001). The challenge of innovating in government. Arlington: Pricewaterhouse Coopers Endowment for the Business of Government
Eggers, W. D & Singh, S. K. (2009). The Public Innovator's Playbook: Nurturing Bold Ideas in Government: Harvard Kennedy School ASH Institute for Democratic Governance and Innovation.
Flyvbjerg, B. (2006). Five Misunderstandings About Case-Study Research. Qualitative Inquiry, 12(2), 219-245.
Gerring, J. (2004). What Is a Case Study and What Is It Good for? American Political Science Review, 98(2), 341-354.
Gerring, J. (2007). Case study research : principles and practices. Cambridge: Cambridge University Press.
Glaser, В. & Strauss, A. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine Publishing.
Gray, B. (1989). Collaborating: Finding Common Ground for Multiparty Problems. San Francisco: Jossey-Bass Publishers.
Green Paper no. 47 (2008-2009). Norwegian Ministry of Health and Care Services (2008-2009). The Coordination Reform. Proper treatment – at the right place and right time. Summary in English: Report no. 47 (2008-2009) to the Storting. Oslo: Norwegian Ministry of Health and Care Services.
Hartley, J. (2005). Innovation in governance and public services: Past and present. Public money and management, 25(1), 27-34.
Hartley, J. (2014). New development: Eight and a half propositions to stimulate frugal innovation. Public Money & Management, 34(3), 227-232.
Hartley, J., Sørensen, E. & Torfing, J. (2013). Collaborative Innovation: A viable Alternative to Marked Competitition and Organizational Entrepreneurship. Public Administration Review, 73(6), 821-830.
Lukes, S. (2005). Power: A Radical view. New York: Palgrave.
Magnussen, S. & Tingvold, L. (2015). Utvikling av lokalmedisinske sentra (LMS) som interkommunal idéhåndteringsprosess (Development of the local medical centre as national idea and intermunicipal management process). Nordiske Organisasjonsstudier (The Nordic Journal of Organisation Studies), 17(1), 62-83.
Mechanic, D. (1962). Sources of Power of Lower Participants in Complex Organizations. Administrative science quarterly, 7(3), 349-364.
Meijer, A. J. (2013). From Hero-Innovators to Distributed Heroism: An in-depth analysis of the role of individuals in public sector innovation. Public Management Review, 16(2), 199-216.
Osborne, S. P. & Brown, K. (2005). Managing Change and Innovation in Public Service Organizations. New York: Routledge.
Pedersen, T. H. (2013). Senterideen i samhandlingsreformen: Hjemlige og internasjonale inspirasjonskilder [The Center Idea in the Coordination Reform: Domestic and international inspirations]. In N. Veggeland (Ed.), Reformer i norsk helsevesen [Reforms in the Norwegian Health Sector] (pp. 199-224). Trondheim: Akademika forlag.
Prop. 91.L. (2010-2011). Lov om kommunale helse- og omsorgstjeneste [Law on health and long-term care].
Purdy, J. M. (2012). A Framework for Assessing Power in Collaborative Governance Processes. Public Administration Review, 72(3), 409-417.
Roberts, N. C. (2000). Wicked problems and network approaches to resolution. International public management review, 1(1), 1-19.
Roberts, N. C. & King, P. J. (1996). Transforming Public Policy. Dynamics of Policy Entrepreneurship and Innovation. San Francisco: Jossey-Bass Publishers.
Rønning, R. & Knutagård, M. (2015). Public Innovation. A question of power? In R. Rønning & M. Knutagård (Eds.), Innovation in Social Welfare and Human Services (Chapter 5). London: Routledge.
Røvik, K. A. (2007). Trender og translasjoner. Ideer som former det 21. århundrets organisasjon. [Trends and translations. Ideas that shape the 21st century organizations]. Oslo: Universitetsforlaget.
Skinner, M. S. (2015). Skeptiske leger og tomme senger? Bruken av de kommunale akutte døgnplassene [Skeptical doctors and empty beds? The use of the municipal acute beds]. Senter for omsorgsforsknings rapportserie nr. 10 [Center for care research, report nr. 10] Gjøvik, Norway: Høgskolen i Gjøvik.
Strauss, A. L. & Corbin, J. M. (2014). Basics of Qualitative Research. Techniques and Procedures for Developing Grounded Theory. Thousand Oaks, California: Sage Publications.
Sundbo, J. & Fuglsang, L. (2002). Innovation as strategic reflexivity. Routledge Advances in Management and Business Studies, 22, 1-16.
Sørensen, E. & Torfing, J. (2011a). Enhancing collaborative innovation in the public sector. Administration & Society, 43(842), 842-868.
Sørensen, E. & Torfing, J. (2011b). Enhancing Collaborative Innovation in the Public Sector. Administration & Society, 43(8), 842-868.
Torfing, J., Sørensen, E. & Fotel, T. (2009). Democratic anchorage of infrastructural governance networks: The case of the Femern Belt Forum. Planning Theory, 8(3), 282-308.
Treadway, D. C., Breland, J. W., Williams, L. M. et al. (2013). Social Influence and Interpersonal Power in Organizations Roles of Performance and Political Skill in Two Studies. Journal of Management, 39(6), 1529-1553.
Tucker, H. (2006). Integrating Care in Community Hospitals. Journal of Integrated Care, 14(6), 3-10.
Windrum, P. (2008). Innovation and entrepreneurship in public services. In P. Windrum & P. Koch (Eds.), Innovation in Public Sector Services: Entrepreneurship, Creativity and Management (pp. 3-20). Cheltenham: Edward Elgar Publishing.
Windrum, P. & Koch, P. (2008). Innovation in Public Sector Services. Cheltenham: Edward Elgar Publishing
Young, I. M. (2002). Inclusion and Democracy. New York: Oxford University Press
Copyright (c) 2016 Siv Magnussen
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).