Abstracts
Résumé
Cet article traite des effets de la mise en oeuvre des deux politiques les plus tentaculaires des cinq dernières années – la stimulation économique en réponse à la crise économique mondiale et l’austérité en vue de réduire les déficits gouvernementaux – sur l’innovation dans le secteur public. L’immédiateté que suppose la stimulation économique a limité la capacité des fonds de relance à soutenir l’innovation dans le secteur public. L’austérité a un effet mixte : une impulsion positive à trouver de nouveaux mécanismes de prestation de services, mais un impact négatif en raison d’une réduction de la marge de manoeuvre utilisée pour soutenir l’innovation. Cet article présente également les résultats d’une étude sur les demandes déposées aux Innovations in American Government Awards 2010. Les résultats montrent une hausse pour des partenariats interorganisationnels, dont les partenariats de cofinancement, comparativement à il y a deux décennies.
Abstract
This paper discusses the impact on public sector innovation of the two most significant overarching policy developments in the last five years: economic stimulus in response to the global financial crisis, and austerity intended to reduce government deficits. The former’s focus on immediacy limited the extent stimulus funds could support public sector innovation. Austerity had a mixed effect: a positive impetus to find new service delivery mechanism, but a negative impact due to the reduction of slack used to support innovation. The paper also presents results of a study of applications to the 2010 Innovations in American Government Awards that replicates the author’s 1998 book Innovating with Integrity. The most significant difference observed is a much greater salience of interorganizational partnerships, including those involving shared funding, now than two decades ago.
Appendices
Bibliographie
- Bardach, E. (2008). « Development Processes: A Conceptual Exploration », dans S. Borins (dir.), Innovations in Government: Research, Recognition, and Replication, Washington, Brookings, p. 113-137.
- Bardach, E. (1998). Getting Agencies to Work Together: The Practice and Theory of Managerial Craftsmanship, Washington, Brookings.
- Barzelay, M. (1992). Breaking Through Bureaucracy: A New Vision for Managing in Government, Berkeley, University of California.
- Borins, S. (2006). The Challenge of Innovating in Government, IBM Center for the Business of Government, www.businessofgovernment.org/sites/default/files/BorinsInnovatingInGov.pdf (page consultée en mai 2013).
- Borins, S. (1998). Innovating with Integrity: How Local Heroes are Transforming American Government, Washington, Georgetown.
- Borins, S. (1988). « Public Choice: “Yes Minister” Made it Popular, but Does Winning a Nobel Prize Make it True? », Canadian Public Administration, vol. 31, no 1, p. 12-26.
- DeLeon, L. et R. Denhardt (2000). « The Political Theory of Reinvention », Public Administration Review, vol. 60, no 2, p. 89-97.
- De Souza, K. (2012). Challenge.gov: Using Competitions and Awards to Spur Innovation, IBM Center for the Business of Government, www.businessofgovernment.org/sites/default/files/Challenge.gov.pdf (page consultée en juin 2013).
- Donahue, J. D.et R. Zeckhauser (2011). Collaborative Governance: Private Roles for Public Goals in Turbulent Times. Princeton, Princeton University Press.
- Feuer, A. (2013). « The Mayor’s Geek Squad », The New York Times, 23 mars.
- Gertner, J. (2012). The Idea Factory: Bell Labs and the Great Age of American Innovation, New York, Penguin.
- Goldsmith, S. et W. Eggers (2004). Governing by Network: The New Shape of the Public Sector, Washington, Brookings Institution Press.
- Gore, A. (1993). Creating a Government that Works Better and Costs Less: Report of the National Performance Review, New York, Times Books.
- Kanter, R. (2000). « When a Thousand Flowers Bloom », dans R. Swedberg, Enterpreneurship: The Social Science View, Oxford, Oxford University Press, p. 167-210.
- Lehrer, J. (2012). Imagine: How Creativity Works, New York, Penguin.
- Lohr, S. (2013). « SimCity, for Real: Measuring an Untidy Metropolis », The New York Times, 23 février.
- Moore, M. (1995). Creating Public Value: Strategic Management in Government, Cambridge, Harvard University Press.
- Mulgan, G. (2012). Austerity and Innovation, Présentation, Toronto, 2 mai.
- Singer, N. (2012). « Mission Control, Built for Cities », The New York Times, 3 mars.
- Schumpeter, J. (2008). Capitalism, Socialism, and Democracy, 3e éd. New York, Harper Modern Classics [1re éd. 1943].
- Terry, L. (1998). « Administrative Leadership: Neo-Managerialism, and the Public Management Movement », Public Administration Review, vol. 58, no 3, p. 194-200.