In this thesis, I investigate the restructurings of two public organizations, the Danish Defence and the Municipality of Gentofte, through the lens of the garbage can theory to examine how external factors affect the decision structures of the organizations. This is done with the aim of discovering organizational characteristics that have implications for organizational innovativeness. Public sector organizations are widely perceived as being less innovative than private companies, and by investigating the link between external factors, decision structures and innovativeness, an improved understanding of the differences between private sector and public sector organizations is achieved.
My findings showed risk-averseness to hinder innovativeness. The nature of the Defence’s tasks and the political style in the parliament caused this risk-aversion. In Gentofte the low levels of autonomy and the need for politically acceptable proposals caused the risk-aversion. External factors affected the decision processes by providing alternative choice opportunities elsewhere, that led to a longer process in the Defence case, and a greater variability in outcomes in Gentofte.
|Educations||Cand.merc.smc Strategic Market Creation, (Graduate Programme) Final Thesis|
|Number of pages||89|