Public sector workers drive institutional change from the middle
A new study of successful reformers in Scandinavian public agencies reveals that frontline staff and mid-level managers can transform organizations—but only if they build political alliances and secure leadership backing. The finding challenges the assumption that meaningful institutional change requires top-down mandates, with implications for how governments should structure reform initiatives.
Originaltitel: A Nurse and a Civil Servant changing institutions: Entrepreneurial processes in different public sector organizations
<p>The notion that there is strong connection between the private sector and entrepreneurship has resulted in entrepreneurship in the public sector being neglected. This in turn leads to theoretical, practical and political shortcomings. The role of entrepreneurs as change agents is captured in the concept ‘institutional entrepreneurs’, but most studies focus on actors on the higher levels. This article sheds light on previously forgotten or ignored entrepreneurial processes, those taking place within the middle levels of the public sector, and which result in institutional change. We elaborate on the characteristics of the entrepreneurial processes and their prerequisites. The framework draws on the tension between entrepreneurship and the institutional context, and suggests a multi-level approach, drawing on insights from both entrepreneurship studies and new institutional theory. The cases highlight the importance of being able to create alliances and find sponsors to ensure freedom of action and grant legitimacy. The enabling and constraining aspects of the institutional context are illustrated and discussed.</p>