Managing Projects in the Public Sector: From Fragility to Agility and Innovation

  • Morad L. Taqateqah
  • Khalid Al MarriEmail author
Conference paper
Part of the Lecture Notes in Civil Engineering book series (LNCE, volume 43)


Innovation for all organisations is the lifeblood that provides them with the strength to adopt market changes by creating innovative business opportunities. For the past decade, service providers in the public sector have faced the impact of the transformations caused by the emerge of “the Fourth Industrial Revolution”, which led to almost make the followed Public Management processes and procedures obsolete. This study intends to provide insights into the relationship between innovation champions empowerment and innovation projects success. The aim of this study is to addresses the question: ‘How does the empowerment of Innovation champions influence the success of the innovation projects within the public sector?’. As a lesson-learned from private sector empowerment, this study applies the adopted empowerment approaches in order to prove a significance of extent the innovation champions’ empowerment in the public sector would encourage their line managers to perceive innovation risk as a viable one and become more innovative. The research method involves surveying 40 innovation champions from several public organisations. The outcomes show empowering innovation champions are contributing to making their organisations more innovative. However, there is a challenge caused by those line managers who are not accepting the innovation risk and just play a single role as supervisors, which grounds the fragility in innovation adoption through creating a resistance for innovation risk acceptance. Based on this study outcomes, it is suggested that public sector management should apply multiple managerial styles of sponsoring and supervising innovation project to facilitate innovation adoption and implementation. On the other hand, empowering innovation champions would support changes in the internal working environments and lead to encourage their line managers to accept innovation risk and play situational leadership (sponsor and supervisor); at the same time, such approach would make innovation champions more committed to the innovation success through a sense of ownership. Overall, innovation champions’ empowerment and management style are both relevant and related to innovation projects success in the public sector. This result also offers an academic value through recognising the direct relation between innovation champions’ empowerment, management role, and innovation project success in the public sector context.


Empowerment Innovation champions Public sector innovation 


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Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Department of Business and LawThe British University in DubaiDubaiUnited Arab Emirates
  2. 2.Department of Engineering and ITThe British University in DubaiDubaiUnited Arab Emirates

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