Determinants of digital innovation in the public sector |
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| Institution: | 1. Yonsei University, 50 Yonsei-ro, Seodaemun-gu, Seoul 03722, Republic of Korea;2. California State University Fullerton, 800 N State College Blvd, Fullerton, CA 92831, USA;1. Departamento de Computação, Universidade Federal Rural de Pernambuco, Recife, Brazil;2. Centro de Informática, Universidade Federal de Pernambuco, Recife, Brazil;1. Department of Organization, University of Zagreb, Faculty of Organization and Informatics Vara?din, Pavlinska 2, 42 000 Vara?din, Croatia;2. College of Arts and Sciences, Carlow University, 3333 Fifth Avenue, Pittsburgh, PA 15213, United States;1. FSA ULaval, Université Laval, Pavillon Palasis-Prince, 2325 rue de la Terrasse, Quebec, QC G1V 0A6, Canada;1. Associate Professor and Director, School of Planning, Public Policy, and Management, University of Oregon, 263 Hendricks Hall, 1209 University of Oregon, Eugene, OR 97403, United States of America;2. Associate Professor, School of Urban Affairs, Cleveland State University, Cleveland, OH 44115, United States of America;1. Party School of the Chengdu Committee of the Chinese Communist Party, Chengdu 610110, China;2. School of Management, Fudan University, Shanghai 200433, China;3. Business School, University of Nottingham Ningbo, Ningbo 315100, China |
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| Abstract: | This study explores the determinants of digital innovation in the public sector. Focusing specifically on new digital technologies, such as big data, artificial intelligence, Internet of things, and augmented reality, we explained the wide variation in how Korean local governments used these technologies to transform their services. We found support for four theoretical mechanisms. First, our findings support the existence of demand-pull innovation in the public sector: public organizations respond to citizen demands or needs for innovation. Second, we also find support for an electoral incentive hypothesis, which posits that local governments' motivation for digital innovation is influenced by local politicians' electoral incentives. Third, our results show the existence of isomorphic pressure as a driver for public sector innovation: public organizations emulate their neighbors in adopting innovative practices. Fourth, the results support the upper echelons theory, as younger policymakers are more active innovators. |
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