Public Organization Review

, Volume 9, Issue 3, pp 213–234

Emergent Management Strategies in a Public Agency: A Case Study of Alternative Fuel Vehicles

Authors

    • School of Politics and EconomicsClaremont Graduate University
  • Eric Welch
    • University of Illinois
  • Terence Simms
    • University of Chicago
Article

DOI: 10.1007/s11115-009-0081-z

Cite this article as:
Jacob, B., Welch, E. & Simms, T. Public Organ Rev (2009) 9: 213. doi:10.1007/s11115-009-0081-z
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Abstract

The ability of public organizations to invest in emerging technologies is dependent upon the degree to which they can effectively manage the risks of being a lead-user in a political environment. However, little is known about the dimensions and implications of the different forms of risk faced by innovative public organizations as well as the strategies employed to manage them. This paper addresses these issues by studying how one public agency implements a program of replacing its transportation fleet with alternative fuel vehicles (AFVs).

Keywords

CopingOrganizational learningEmergent strategiesAlternative fuel vehiclesPublic sector management

Copyright information

© Springer Science+Business Media, LLC 2009