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Public Sector Innovation: Strategies and Best Practices

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A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (31 December 2025) | Viewed by 37633

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Dr. Wahed Waheduzzaman

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School of Business, Law and Entrepreneurship, Department of Management and Marketing, Swinburne University of Technology, John Street, Hawthorn, VIC 3122, Australia
Interests: public management; human resource management; social sciences; organizational studies

Special Issue Information

Dear Colleagues,

Innovation in the public sector has garnered increasing attention from scholars and practitioners. This interest arises from the recognition that innovation can significantly enhance the quality of public services and the problem-solving capacity of governmental organizations. Over the past decade, research has underscored the importance of innovation in improving the efficiency, effectiveness, and responsiveness of public services. Public-sector innovation is often associated with reform movements such as new public management, good governance, and e-government, all aimed at advancing public administration; however, there remains a need for comprehensive studies that explore the multifaceted nature of innovation across different governments and contexts.

Public-sector innovation is defined as the process through which new ideas, practices, or solutions are created, developed, or reinvented to achieve public goals. These innovations, while not necessarily new to the entire public sector, must be novel within the organization or context implementing them. By focusing on novel and effective solutions, public-sector innovation drives improvements in public service delivery and governance.

Innovation in the public sector is critical for several reasons. Public organizations face numerous challenges that demand improved processes, policies, programs, and products. Innovation allows them to operate more efficiently and cost-effectively, while simultaneously adapting to technological advancements and demographic changes. Furthermore, innovative practices enhance organizational performance, promote ethical behavior, and foster transparency, thereby building public trust. From digital transformation and e-governance to new service delivery models, public-sector innovation plays a pivotal role in ensuring governments remain relevant and effective.

We invite researchers, policymakers, and practitioners to submit papers exploring innovative approaches in the public sector. This Special Issue seeks to examine strategies, frameworks, and best practices that drive public-sector innovation in the context of rapidly evolving governance mechanisms. As governments face mounting pressures from global challenges, such as climate change, digital transformation, and economic inequality, the need for innovative solutions has never been more urgent.

In this Special Issue, original research articles and reviews are welcome. Research areas may include (but are not limited to) the following:

Emerging technologies in public-sector innovation.
Organizational culture and leadership in fostering innovation.
Citizen engagement and participatory governance.
Policy frameworks and regulatory adaptations for innovation.
Case studies on successful public-sector transformation.
Barriers and enablers to implementing innovative practices.

I look forward to receiving your contributions.

We request that, prior to submitting a manuscript, interested authors initially submit an abstract of 200–500 words summarizing their intended contribution. Please send it to the Guest Editor, Wahed Waheduzzaman, at wwaheduzzaman@swin.edu.au, or to the Administrative Sciences Editorial Office (alba.meng@mdpi.com; admsci@mdpi.com). Abstracts will be reviewed by the Guest Editor for the purposes of ensuring a proper fit within the scope of the Special Issue. Full manuscripts will undergo double-blind peer review.

Dr. Wahed Waheduzzaman
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-anonymized peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

artificial intelligence
e-government
digital adoption
governance
innovation
reforms
transformation

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Published Papers (11 papers)

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26 pages, 690 KB

Open AccessArticle

Innovating Fiscal Transparency Through Open Government Partnerships: A Comparative Study of Local Governments in Australia and Germany

by Ken Coghill, Gabriele Buchholz and Wahed Waheduzzaman

Adm. Sci. 2026, 16(2), 106; https://doi.org/10.3390/admsci16020106 - 23 Feb 2026

Cited by 2 | Viewed by 1573

Abstract

Fiscal transparency is a core pillar of open government, yet its implementation at the local level remains uneven. This study investigates how the Open Government Partnership (OGP) contributes to fiscal transparency as a form of public sector innovation through a comparative analysis of local governments in Australia and Germany. Drawing on the Public Expenditure and Financial Accountability (PEFA) Framework (2016), the study evaluates 49 transparency and accountability criteria across four cases: the City of Melbourne, the Australian Capital Territory (ACT), the City of Osnabrück, and the City of Delmenhorst. Document analysis, complemented by semi-structured interviews with public officials, is used to assess the pattern of fiscal transparency practices. The findings show a consistent cross-case pattern: transparency is strongest in regulated domains such as procurement and external audit, while discretionary areas, including performance reporting, fiscal risk disclosure, and citizen-oriented access to information, display substantial variation. ACT demonstrates comparatively advanced, user-oriented transparency, whereas Melbourne shows targeted compliance alongside notable gaps; the German cases align in compliance-driven areas but exhibit more limited discretionary openness. The study develops a PEFA-guided checklist for assessing local government fiscal transparency and offers a mechanism-focused explanation of how global open government principles are translated into local administrative practice. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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30 pages, 383 KB

Open AccessArticle

Public Sector Innovation Capacity in Core Administrative Organizations: Evidence from Norway’s Brønnøysund Register Centre

by Athanasios Pantazis Deligiannis, Despoina Mitropoulou and Vassilios Peristeras

Adm. Sci. 2026, 16(2), 92; https://doi.org/10.3390/admsci16020092 - 11 Feb 2026

Cited by 1 | Viewed by 1996

Abstract

Public-sector innovation is frequently portrayed as the domain of dedicated innovation labs and experimental units, obscuring how innovation capacity can emerge within core bureaucratic institutions. This article explores how Norway’s Brønnøysund Register Centre (BRC), mainly a registry authority traditionally associated with administrative stability, has evolved into a central innovation intermediary within the country’s digital government ecosystem. Drawing on Meijer’s public innovation capacity framework, the study examines how innovation is mobilized, coordinated, tested, stabilized, and legitimized in practice. The findings show that the BRC performs key innovation functions by mobilizing and coordinating heterogeneous actors across a decentralized governance system, enabling experimentation through managed proofs-of-concept, and institutionalizing successful practices via authoritative registries, shared identifiers, and platform infrastructures. These arrangements support interoperability, data-centric service delivery, and the operationalization of once-only and life event-based service models. Trust emerges as an enabling condition that facilitates voluntary coordination, data sharing, and tolerance for experimentation, without substituting for formal governance or legal frameworks. The analysis further highlights how public-value considerations—such as data protection, identity management, accessibility, and accountability—are addressed alongside efficiency and innovation objectives. The article contributes to public-sector innovation research by demonstrating that transferability lies in functional adaptation—strengthening coordination, experimentation, and institutional foundations—rather than organizational replication. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

18 pages, 516 KB

Open AccessArticle

Bridging the Gap: How Public Trust and Investment Drive Innovation and Sustainable Local Governance

by Ana Filipa Silva, M. Isabel Sánchez-Hernández and Luísa Cagica Carvalho

Adm. Sci. 2026, 16(1), 47; https://doi.org/10.3390/admsci16010047 - 17 Jan 2026

Viewed by 1616

Abstract

The way in which local public administration (LPA) drives innovation, develops sustainable infrastructure, and supports inclusive industrialization, shapes public perceptions of development and institutional legitimacy. This study analyzes how public investment, trust in municipal organizations, and future expectations interact in promoting outcomes aligned with SDG 9. The analysis is based on a survey applied to residents of various Portuguese municipalities and assessed through PLS-SEM. The results show that public investment strengthens positive perceptions of municipal development and increases trust in municipal organizations, contributing to more favorable expectations regarding future progress. These links reveal a cumulative process through which public action influences perceptions of progress and administrative capacity. The study deepens the understanding of the dynamics between investment, trust, and expectations, providing insights that can guide municipal strategies focused on innovation and sustainability. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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19 pages, 1341 KB

Open AccessArticle

A Hybrid Agile-Quality Management Framework for Enhancing Productivity in a Public Academic Research Laboratory: A Case Study

by Wellison Amorim Pereira, Gustavo Medina, Daniel Monaro, Elias Gustavo Figueroa Villalobos and Ricardo Pinheiro de Souza Oliveira

Adm. Sci. 2026, 16(1), 31; https://doi.org/10.3390/admsci16010031 - 8 Jan 2026

Viewed by 1716

Abstract

Research laboratories in universities face a complex challenge: they must manage multiple projects, diverse teams, and tight deadlines, often with limited resources. While the business world has long used agile and quality management tools to navigate such complexity, these methods are surprisingly rare in academic research. In this study, we set out to bridge this gap. We implemented a combined management model, blending agile Scrum practices with proven quality tools like the Ishikawa diagram and PDCA cycle, within a pharmaceutical sciences research lab. Over a six-month period, we diagnosed key issues, created a structured action plan, and introduced an online platform to monitor progress continuously. Our approach led to a significant increase in productivity, with 65% of targeted articles being published or submitted and 75% of general lab activities completed. Perhaps just as importantly, communication improved dramatically, and the lab successfully met all its institutional deadlines. We conclude that this hybrid framework is not just a theoretical idea but a practical and powerful innovation. It provides a tangible blueprint for other research groups looking to enhance their productivity, streamline communication, and build a more adaptive and effective research culture in the face of academic complexity. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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37 pages, 1049 KB

Open AccessArticle

Reimagining Public Service Delivery: Digitalising Initiatives for Accountability and Efficiency

by Mary S. Mangai and Austin A. Ayodele

Adm. Sci. 2025, 15(12), 477; https://doi.org/10.3390/admsci15120477 - 4 Dec 2025

Cited by 5 | Viewed by 3888

Abstract

This study examines the critical success factors for digital transformation in South Africa’s public services, where systemic inefficiency, corruption, and limited transparency have eroded public trust. Using a PRISMA-guided systematic literature review of 64 studies, this study synthesises evidence on digital governance challenges and opportunities through the lenses of New Public Management and Digital-Era Governance, complemented by value co-creation and a citizen-centred design. The analysis shows that transformation efforts often falter because of infrastructure deficits, bureaucratic resistance, and policy misalignment. Successful initiatives rest on five mutually reinforcing pillars: (1) coherent policy and regulatory frameworks; (2) equitable and reliable digital infrastructure; (3) committed leadership with sustained institutional capacity-building; (4) meaningful citizen engagement via co-design and co-production; and (5) data-enabled accountability and process efficiency. Persistent barriers include disparities in access and digital skills across municipalities, cybersecurity vulnerabilities, and legacy–system incompatibilities that impede end-to-end integration. This study proposes an implementation framework that aligns technical solutions with governance reforms, such as depoliticised administration, performance-based accountability, and localised service customization to enhance operational efficiency and rebuild trust. It concludes that bridging the digital divide and embedding context-sensitive, participatory, and ethically grounded approaches are essential for sustainable digital transformation in South Africa’s unequal socioeconomic landscape. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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23 pages, 291 KB

Open AccessArticle

Transforming Social Assistance into Entrepreneurial Empowerment: UMi as a Public Sector Innovation in Indonesia

by Nisa Novia Avien Christy, Syahrir Ika, I Ketut Ardana, Radna Andi Wibowo, Prameshwara Anggahegari, Lokot Zein Nasution, Darwin, Suryaneta, Juni Hestina and Roosganda Elizabeth

Adm. Sci. 2025, 15(11), 430; https://doi.org/10.3390/admsci15110430 - 4 Nov 2025

Viewed by 2589

Abstract

The Ultra-Micro (UMi) financing program represents a significant public sector innovation in Indonesia’s approach to poverty alleviation and financial inclusion. Initially conceived as a social assistance initiative, UMi has evolved into a strategic government intervention designed to transform impoverished individuals into entrepreneurs. This shift reflects a policy innovation that redefines the role of the state from passive welfare provider to active enabler of economic participation. Despite ambitious goals, its implementation and impact face scrutiny. This study employed an exploratory qualitative approach through individual interviews with elite participants and debtors of UMi. The data used triangulation from documentation, observation, and in-depth interviews with key informants, selected through purposive sampling. Findings indicate that the program’s implementation—anchored in government regulations and executed through non-bank financial institutions (NBFIs)—demonstrates innovative service delivery. In this study, UMi exemplifies how public sector innovation—through policy reform, institutional collaboration, and community engagement—can drive inclusive economic growth. The study provides valuable insights for policymakers, practitioners, and scholars seeking to advance financial inclusion and sustainable economic development. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

25 pages, 861 KB

Open AccessArticle

Digital Transformation of the State: A Multivariable Model Applied to the Public Sector in Lima, Peru

by Lorena Espina-Romero

Adm. Sci. 2025, 15(9), 365; https://doi.org/10.3390/admsci15090365 - 15 Sep 2025

Cited by 4 | Viewed by 5492

Abstract

Digital transformation has become a central strategy for modernizing the public sector. This study analyzes the relationships between digital competencies, digital literacy, change management, soft skills, technology adoption, digitization of the public function, digital public services, e-governance, the digital divide, digital transformation, and state modernization in Peru. A quantitative, cross-sectional design was applied, using Partial Least Squares Structural Equation Modeling with data collected from 379 public servants in Metropolitan Lima. The results show that digital transformation and e-governance significantly influence state modernization. Digital competencies and digital literacy play an important role in facilitating technology adoption, while soft skills mediate the link between individual capacities and institutional processes. Digitization of the public function supports efficiency in administration and connects with the provision of digital public services, which in turn improves citizen access and trust. E-governance contributes to reducing the digital divide and reinforces the delivery of digital public services. The findings extend existing frameworks by integrating technological, organizational, and human dimensions into a single model. In practical terms, the study provides guidance for policymakers to strengthen digital competencies and literacy, implement structured change management programs, reinforce soft skills in civil service, advance the digitization of administrative functions, expand digital public services, and design inclusive policies to reduce the digital divide, thereby supporting sustainable state modernization. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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24 pages, 553 KB

Open AccessArticle

Fueling Innovation from Within: The Psychological Pathways to Innovative Work Behavior in Saudi Public Authorities

by Wassim J. Aloulou, Rahaf Fahad Almarshedi, Shuayyi Sameer Alharbi and Hanan Salem Alharbi

Adm. Sci. 2025, 15(8), 295; https://doi.org/10.3390/admsci15080295 - 28 Jul 2025

Cited by 4 | Viewed by 2820

Abstract

This study investigates the relationships between proactive personality, psychological capital, work engagement, work well-being, and innovative work behavior among employees in Saudi public authorities, based on the conservation of resources theory and the job demands-resources model. Using a sequential mediation model, data from 457 public employees were analyzed through structural equation modeling. The results show that a proactive personality and psychological capital significantly predict work engagement, but neither is significantly related to work well-being. Notably, while a proactive personality does not directly impact innovative work behavior, psychological capital does. Additionally, work well-being partially mediates the relationship between work engagement and innovative work behavior. These findings suggest that enhancing psychological capital and fostering engagement are key to promoting innovation. The mediating role of well-being highlights the importance of employee welfare in this process. This study provides practical implications for HR managers in the Saudi public sector and emphasizes strategies for building internal psychological resources. However, as data were collected from a single source, future research should include multiple key informants to enhance generalizability. This study builds on theory by demonstrating how proactive personality and psychological capital jointly stimulate innovative behavior through engagement and well-being, enriching the job demands-resources model with personal resource dynamics in public sector organizations. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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20 pages, 628 KB

Open AccessArticle

Can Public Housing Truly Be Innovative? Lessons from Vienna to Reimagine the Future of Local Governance

by Francisco Vergara-Perucich

Adm. Sci. 2025, 15(6), 233; https://doi.org/10.3390/admsci15060233 - 17 Jun 2025

Cited by 1 | Viewed by 5529

Abstract

This article examines Vienna’s public housing model as an exemplary case of institutional innovation in the public sector, defined by its regulatory stability, universalist orientation, and resistance to the commodification of urban land. Through a thematic analysis of scientific sources indexed in Scopus and official documents from the City of Vienna and the Austrian legislative framework, the study identifies both the achievements and the structural tensions within the system. The findings reveal a form of slow innovation grounded in the capacity to integrate new agendas—such as social and environmental sustainability or collaborative modes of living—into an already consolidated regulatory framework. However, grey areas persist, particularly with regard to the exclusion of vulnerable groups, community fragmentation, and the limited replicability of alternative models. The study contributes to expanding the concept of innovation in public administration beyond technocratic approaches, highlighting the value of adaptive institutionalism. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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24 pages, 3782 KB

Open AccessArticle

Transparency, Governance, and Public Service Management: Challenges of Citizen Participation in Ecatepec de Morelos

by Alan Jesús Torres-Sandoval, María Elena Tavera-Cortés, Marco Aurelio Acevedo-Ortiz and Yolanda Donají Ortiz-Hernández

Adm. Sci. 2025, 15(4), 144; https://doi.org/10.3390/admsci15040144 - 16 Apr 2025

Cited by 5 | Viewed by 5425

Abstract

Innovation in public sector management is essential for improving service delivery and strengthening citizen trust. However, in highly populated municipalities with budgetary constraints, such as Ecatepec de Morelos, administrative opacity and inefficiencies in the provision of essential services pose significant structural challenges. This study examines the relationship between citizens’ perceptions of public resource management and the quality of municipal services, with a particular focus on transparency and accountability. Through perception surveys, statistical analysis, and documentary review, the research identifies operational barriers affecting the provision of basic services such as potable water, sanitation, and public lighting. The findings reveal high levels of citizen dissatisfaction and distrust in local institutions, highlighting the urgent need to implement innovative strategies to optimize resource allocation and enhance municipal governance. This study contributes to the ongoing discussion on public sector modernization by emphasizing the need for participatory decision-making mechanisms, strengthened transparency, and the adoption of best practices in municipal management. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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22 pages, 1066 KB

Open AccessSystematic Review

Understanding Post-COVID Public Sector Innovation: A Systematic Review of Concepts, Antecedents, Outcomes, Constraints, and Theoretical Perspectives

by Wahed Waheduzzaman

Adm. Sci. 2026, 16(2), 88; https://doi.org/10.3390/admsci16020088 - 9 Feb 2026

Cited by 1 | Viewed by 2446

Abstract

This study systematically reviews 53 peer-reviewed articles on public sector innovation published between 2021 and 2025 to synthesize knowledge on how innovation is conceptualized, triggered, enacted, and constrained. Findings reveal that innovation is framed across technological, organizational, governance, and social dimensions, reflecting substantial conceptual and theoretical diversity. Key triggers include digital transformation, leadership, inter-organizational collaboration, fiscal pressures, and workforce capabilities, with emphasis shifting toward technology, human capital, and collaboration in recent years. Innovation produces both positive outcomes, such as improved service quality, efficiency, and citizen engagement, and negative or unintended consequences, including implementation failures, equity concerns, and employee resistance. Persistent barriers, such as bureaucratic rigidity, risk-averse culture, accountability pressures, and political interference, operate as structural conditions rather than isolated obstacles. Theoretical foundations remain fragmented, with New Public Management, New Public Governance, institutional theory, and public value theory applied inconsistently. These findings underscore the need for integrative, context-sensitive approaches that combine institutional, human, and technological perspectives to guide innovation effectively. The review offers actionable insights for public managers and policymakers, emphasizing alignment with organizational capacity, leadership, and regulatory design, and highlights directions for future research to advance theory, practice, and policy in public sector innovation. Full article

(This article belongs to the Special Issue Public Sector Innovation: Strategies and Best Practices)

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