Public Sector Transformation via Democratic Governmental Entrepreneurship and Intrapreneurship

Human capital utilization fails under the integration of the knowledge management and leadership disciplines. Public sector organizations traditionally lack effective human capital utilization due to bureaucratic operations and structures that restrict knowledge sharing incentives and initiatives. This, however, can be achieved with knowledge democratization methods that should be related to the obligation public servants have to share knowledge and experiences for the effectiveness and sustainability of their organization. The co-evolutionary organizational culture of the Company Democracy Model can be used to implement such an approach. This paper evolves the Company Democracy Model (CDM) into the Democratic Governmental Intrapreneurship Model (DeGIM) and extends it to the Democratic Governmental Entrepreneurship Model (DeGEM). Furthermore, it proposes an organizational structure through which DeGIM and DeGEM can be applied at the local or national level through a centralized authority that can empower the contribution of the public sector to the national economy

Democratic Governmental Corporate Entrepreneurship for the Transformation of the Public Sector in the Balkan Region

Democratization can be defined as the autonomy of decision-making and unbiased contribution, and access to data and information. Therefore, public sector democratization can give more liberty to the public sector employees to trigger original viewpoints that can initiate a more innovative and ambitious-driven work environment. Such democratization can create governmental, corporate entrepreneurship where public servants can explore entrepreneurial opportunities. The process is similar to knowledge-based business transformation, where organizational culture needs to change to achieve better use of knowledge and human resources management. In this paper, such a modification will be adopted by implementing a Holistic Model for governmental entrepreneurship, by integrating the Kotter’s Model for change management, the Self-determination Theory for employee motivation, and Democratic Governmental Intrapreneurship Model (DeGIM) for knowledge management. The paper is based on data and information from the Balkan’s region public sector and sets the base for future adaptation elsewhere

Democratizing Innovation. A Geo-Entrepreneurial Analysis and Approach Through the Company Democracy Model

Even that thinking, and innovative thinking, in particular, is supposed to be borderless and unbiased, it seems that most of the innovations globally derive from regions that have built a brand name on it. This limits the opportunities to bright ideas form bright people outside the innovation hubs, resulting in a general loss of intellectual capital for the global economy. This paper aims to democratize innovation by redefining geo-entrepreneurship through a reverse innovation framework that exposes the hidden intellectual capital around the world, evaluates innovation drives and opportunities and empowers the development, commercialization and utilization of innovation. Based on the Company Democracy Model the proposed framework impacts reversely national brain-drain contributes to innovation scouting, strategic partnerships, and redistributes success opportunities. This geo-entrepreneurial approach identifies innovation potential globally, reduces inequalities among all those who can and want to create opportunities regardless of where innovation takes place and by whom

Análisis prospectivo en la toma de decisiones: políticas de gestión del riesgo de desastres para la adaptación al cambio climático

La finalidad de la investigación fue formular una propuesta de modelo teórico a través de análisis prospectivo que permita la toma de decisiones sobre políticas de gestión del riesgo de desastres para la adaptación al cambio climático, basado en el Enfoque Gestión por Resultados. Para ello, se utilizó el diseño complementario de triangulación concurrente. El presente estudio fue considerado de tipo teórico, tipificándolo según su nivel de profundidad en predictivo y por el tipo de datos preferentemente cualitativo. Se aplicó la técnica de análisis documental y análisis de escenarios, con sus instrumentos listas de cotejos y matriz de matriz estructural respectivamente; Se concluye que el impacto del cambio climático viene generando alarmantes pérdidas de vidas y materiales, las inundaciones, tormentas de viento y terremotos son los más frecuentes a nivel mundial. Existen lineamientos generales sobre políticas de gestión del riesgo de desastres a nivel nacional, las cuales no son efectivas, cada vez que somos víctimas seguimos siendo más vulnerables, la falta de liderazgo, de control, monitoreo y los frecuentes actos de corrupción de funcionarios contribuyen a la ineficacia. También se desarrolló un diseño metodológico para investigaciones prospectivas porque actualmente la gestión pública en el Perú y en muchos países del mundo los gobiernos carecen de instrumentos y estrategias para la toma de decisiones. Se realizó análisis de escenarios futuros mediante la metodología prospectiva para determinar las variables claves, las cuales se muestran según el orden de prioridades las sequías, inundaciones y huaicos que deberán ser abordadas por los responsables en la toma de decisiones y proponer políticas de gestión del riesgo mediante el modelo gestión por resultados. En la investigación han intervenido 9 profesionales involucrados en tomas de decisiones y académicos a nivel nacional e internacional

Public Sector Transformation via Democratic Governmental Entrepreneurship and Intrapreneurship

© Springer Nature Switzerland AG 2020. Human capital utilization fails under the integration of the knowledge management and leadership disciplines. Public sector organizations traditionally lack effective human capital utilization due to bureaucratic operations and structures that restrict knowledge sharing incentives and initiatives. This, however, can be achieved with knowledge democratization methods that should be related to the obligation public servants have to share knowledge and experiences for the effectiveness and sustainability of their organization. The co-evolutionary organizational culture of the Company Democracy Model can be used to implement such an approach. This paper evolves the Company Democracy Model (CDM) into the Democratic Governmental Intrapreneurship Model (DeGIM) and extends it to the Democratic Governmental Entrepreneurship Model (DeGEM). Furthermore, it proposes an organizational structure through which DeGIM and DeGEM can be applied at the local or national level through a centralized authority that can empower the contribution of the public sector to the national economy