A Multilevel Growth Assessment of the Diffusion of Management Innovation Nested in State Levels: The Case of US Local Economic Development Programs

By Hsieh, Jun Yi | Innovation: Organization & Management, April 1, 2011 | Go to article overview

A Multilevel Growth Assessment of the Diffusion of Management Innovation Nested in State Levels: The Case of US Local Economic Development Programs


Hsieh, Jun Yi, Innovation: Organization & Management


(ProQuest: ... denotes formulae omitted.)

INTRODUCTION

Public service has always responded to calls for enhancing its efficiency and effectiveness in meeting the citizens' demands. Often such response has been in the form of management innovation. The USA Government Performance and Results Act of 1993 (GPRA) required government agencies to develop strategic plans tied to proposed budgets and performance measures that were then realised by legislation and mandates (Franklin & Long 2003). The GPRA has influenced policy and management practices in both state (Melker & Willoughby 1998) and local governments (Berman et al. 1999; Berman & Wang 2000; Wang 2002; Rivenbark & Kelly 2003; Poister & Streib 2005). The spread of management innovation will most likely diffuse from federal to state governments, from state to local governments, and from one local government to another because of federalism. In particular, it is expected to explain the adoption of strategic plans and performance measures that provide incentive to others to adopt, or create, novel instruments that are useful at local levels.

Local management innovation in this research indicates that the implementation of new management practices that represent a significant departure from current norms. Over time, it has transformed the way many functions and activities work in local governments, what is intended to further organizational goals (e.g., efficiency, effectiveness, quality; Birkinshaw & Mol 2006; Birkinshaw et al. 2008).1 Given the intense budgetary pressures and the ideology of small government, state and local governments in the USA have looked to private management instruments such as strategic planning, performance measures to optimise practices in state governments (e.g., Berry 1994; Poister & Van Slyke 2002; Nicolini & Shambarger 2007; Compin 2008) and local governments (e.g., Poister & Streib 1989; Julnes & Holzer 2001). Strategic plans and performance measures are relatively new innovations to local governments, some scholars found they were not commonly adopted by local governments (e.g., Poister & Streib 1989; Julnes & Holzer 2001; Walker & Boyne 2006).

The above-mentioned efforts indicated the importance of adopting local management innovation, but inappropriate and unconvincing evidences failed to our understanding the extent of their diffusion. For example, the studies of USA local management innovation diffusion uses a wide range of research designs, from case studies to quantitative analysis (e.g., Berman & Wang 2000; Wang 2002; Rivenbark & Kelly 2003; Poister & Streib 2005). Their analytical techniques; however, tend to focus only on local levels with cross-section design. These narrow analytic approaches tended to suffer from limitations of conventional statistical methods for estimating multiple levels of data, including issues related to efficiency of estimating standard errors, accuracy of assessing model fit and coefficients, the possibility of violating measurements, and failure to obtain more information (Heinrich & Lynn 2000). In particular, the practices of US local governance are heavily influenced by state mandates, laws and state factors (McCabe 2000; McCabe & Feiock 2005), which are expected to increase the adoption of local management innovation.2

Previous efforts, however, lacked true understanding of the diffusion of local management innovation spreading between and within local governments and ignored hierarchical influences in American governance; therefore, their results may sacrifice important information, such as state laws which may yield unreliable results. In addition, previous studies focused on the adoption of management innovation based solely on programs in general, not on selected programs (Berman & Wang 2000; Rivenbark & Kelly 2003; Poister & Streib 2005); this may preclude consideration of the adoption of a single management innovation. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

A Multilevel Growth Assessment of the Diffusion of Management Innovation Nested in State Levels: The Case of US Local Economic Development Programs
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.