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Sometimes the public sector, often by external "change agents", is described as slow-moving and difficult to change. But not wanting to embrace a new service or idea may as well be rooted in a clear-sighted professional assessment, on the part of civil servants, of the usefulness of the proposed change in public organization. Sometimes the proposed innovation is simply not very good or, for that matter, innovative!
This phenomenon is discussed in the article based on theories of productive resistance and with empirical illustrations from the attempts to launch Social Impact Bonds in Swedish municipalities.
Authors: Mats Fred & Dalia Mukhtar-Landgren
Title: Productive resistance in public sector innovation – introducing social impact bonds in Swedish local government.
