Knowledge creation and transfer in the Beacon Scheme: improving services through sharing good practice

This article examines the extent to which processes of knowledge creation, transfer and application through sharing learning are effective in improving local public services. We examine the impact of the Beacon Scheme as a means of achieving service and corporate improvement. The research findings suggest that the acquisition of knowledge by learning network members and the transfer of learning leading to change in working practices and corporate culture is effective where the local authority culture is receptive to the impact of knowledge and where key political and managerial actors operate collaboratively. Quantitative and qualitative indicators of learning leading to service and corporate improvement are analysed. Learning through Beacons is shown to be effective but is more modest than its potential and might be enhanced in three policy areas. These are: improvement of learning links between central and local government; greater consideration of processes of knowledge acquisition and application by receivers of learning as much as disseminators of learning; greater emphasis on learning from the innovation element within the scheme

Innovation and inter-organizational learning in the context of public service reform

This paper examines links between innovation and inter-organizational learning, in the context of public service reform. The theory-building and empirical research draws on longitudinal analysis, using mixed methods and multiple-stakeholder respondents, set in the context of the Beacon Scheme, an instrument of UK public service reform. The research examines two questions: first, how does inter-organizational learning contribute to innovation? Secondly, how do changes in the approach to inter-organizational learning shape changes in the approach to innovation over time? The research on the whole of English local government (N=388) used temporal bracketing to examine development in three phases over nine years. The paper builds theory about inter-organizational learning underpinning innovation, and shows that over time the approach to innovation changed, shifting from learning to imitate to learning to innovate

Live Enrolment for Identity Documents in Europe

Part 1: General E-Government and Open GovernmentInternational audienceDigital image alterations (morphing) of identity document photos is a major concern and may potentially allow citizens with malicious intent to enrol for identity document(s) later to be used also by another individual. Taking the photo in the application office – live enrolment – can address this issue. However, this is a break with tradition and entails a sizeable overhaul in the public sector, which can be reluctant to change and often lacks the necessary formal methods that ensure a smooth transition. The objective of this paper is to map the main barriers and drivers related to live enrolment based on theoretical research and interviews conducted with high-ranking officers at passport authorities in Estonia, Kosovo, Norway and Sweden. These countries have successfully switched to live enrolment. The main driver for live enrolment has been increased security; for Estonia, user convenience was important and was behind the decision of keeping alternative application processes for the citizens around. The absence of legacy systems makes it easier to implement public sector innovations, such as live enrolment. Behind the successful implementation is proper risk management, covering technological, political and organisational risks. Finally, the research results indicate varying experiences, obstacles, cultural differences and trade-offs, emphasizing the need to understand barriers and drivers in a contextualised way