Mahmoud Moussa, PhD

Workplace innovation informs an organisation’s innovation culture, which indicates innovation does not function in isolation. It depends on the interaction between numerous actors, entities, and external stakeholders. In this chapter, the authors claim that from an innovation systems perspective, barriers to innovation, leadership characteristics, and organisational climate are activities that influence workplace innovation processes. These determinants are not independent of each other but instead support, reinforce, or offset one another. This chapter employs a cross-sectional study that analyses secondary data within Australian policy documents to determine the critical factors that stimulate or hinder workplace innovation across six Australian states and two territory governments during the Industry 4.0 Revolution. The findings reveal that the Australian Federal government has invested a remarkable amount of resources in promoting innovation in the public sector, as evidenced in the government initiatives. The systematic in-depth investigation reveals the dynamics of workplace innovation, which involves the following three major themes and their constituents. The first theme embraces barriers to innovation, which consists of staff resistance; severe rules and regulations; risks; old organisational models; lack of resources and support; lack of measurement tools; and budget and funding. The second theme addresses leadership characteristics, which is comprised of supportive risk-taker; passionate, practical and persistent; leading by example; influential and inspirational; decisiveness, courtesy and respect; and decision-making characteristics. The third theme is organisational climate, which consists of a culture of sharing; policies; organisation’s size and structure; labs; and initiatives. This chapter heightens the practitioners’ level of awareness regarding the complexities of the dynamics of innovation. And how this complexity should be linked to an equally intricate organisational climate and leadership approaches so as to minimise the potential barriers to innovation.

Innovation has long been criticised for its failure to fulfil the expectations of higher efficiency and better service. Hence, this review is conducted to understand better how to effectively define innovation in public sector organisations, identify organisational barriers to innovation, leadership characteristics and organisational climate issues that spur innovation. Accordingly, the primary objectives of this chapter are to provide the theoretical underpinnings of innovation in public sector organisations, which include (a) definitions and types of innovation; (b) innovation and creativity; (c) the evolution of innovation theory; (d) innovation at four different organisational levels; (e) innovation in the public sector versus the private sector; (f) antecedents of innovation at different levels; and (g) oversights in the innovation literature.

Public sector organisations are complex entities with various layers of management to engage multiple stakeholders to enact various issues simultaneously. The complexity often leads to difficulties in working with openness and transparency. However, the public sector operates in a political, economic and social environment that is increasingly unpredictable, multifaceted and extends beyond national borders and where organisations are required to quickly respond to changing environments. Poor standards of governance, particularly in terms
of transparency have been major factors contributing to instability in multiple public sector organisations around the globe. Corporate governance can destroy or create value for public sector organisations. Arguably, the major objective for public sector organisations is to have the most effective governance framework that meets the needs and circumstances of government, while at the same time complying with the organisation’s policies, procedures and governmental rules and regulations. However, the short- term needs should not stop the development of innovative approaches to dealing with changing requirements, including pivoting and looking outside the organisation to gain the benefits of research and new approaches to working. Hence, this chapter reviews the dark side of public sector organisations, the reasons for this being manifest discussed and a case study given of the type of impact this has on organisational research. Ways to overcome the dark side of public sector organisations are then identified.

Innovation has gained momentum in recent years as a new field for developing processes and approaches to tackle dynamic and volatile challenges in the public sector. For example, several initiatives were experimented, such as the development of structures or teams that can stimulate innovation in public sector organisations (Polvora & Nascimento, 2021; McGann, Blomkamp & Lewis, 2018; Tonurist, Kattel & Lember, 2017). Nonetheless, there is still a lack of in-depth analysis of what it means to innovate in the public sector. Decision- makers still have insufficient access to tangible examples of how to promote innovation, particularly in challenging circumstances. Hence, this chapter reviews different approaches and capabilities to better understand how to promote innovation processes in the public sector, particularly during the COVID- 19 pandemic.
According to the European Commission (2013), innovation is the process of developing new ideas to improve processes and create value for society. Some scholars argue that innovation in the public sector has become a fashionable concept from Europe and North America to Australia and New Zealand (Polvora & Nascimento, 2021). However, the pandemic has overwhelmed many governments around the world. Subsequently, governments are increasingly developing new strategies and processes to build resilience and combat global pandemics, such as COVID- 19 (Baxter & Casady, 2020). In other words, innovation is no longer associated with specific nations, but a worldwide trend. Similarly, Lee and Trimi (2021) noted that the current crisis is challenging several nations to consider innovation as a state of urgency to deploy innovative processes in this unstable and unpredictable environment. In the current episode,
the global pandemic of COVID- 19 requires change and innovation at an
unprecedented rate of velocity to tackle numerous challenges.

This chapter identifies and outlines how staff with specific employment
characteristics in a public sector organisation were found to have different
perspectives of organisational culture and workplace innovation. The research confirms that employees exhibit significant differences between various groups in how culture impacts on workplace innovation. These findings provide insights into the characteristics of the public sector workplace. The characteristics studied were working tenure, job type, work group, work role and workplace flexibility. The role of different levels of managers in supporting culture to enhance workplace innovation was found to be conflicting. This chapter highlights how staff with specific employment characteristics perceive organisational culture and workplace innovation in their organisation and how it impacts on their ability to undertake workplace innovation.

This chapter identifies and outlines how demographic groups in the public
sector organisation were found to have different perspectives of organisational culture and workplace innovation. This supports the organisational culture and climate literature that identifies organisation life may be perceived differently by different demographic groups. The concept of culture within an organisation is not homogeneous but pluralistic and often contested, with competing factions defining the organisation in a way that meets their cultural perceptions. The demographic groups studied were gender, marital status, age and educational level. Therefore, this chapter highlights the differences experienced by demographic groups within the organisation and how it impacts on their ability to undertake workplace innovation.

This section identifies and outlines the differences between private- and public sector organisational culture. It establishes the impact culture has at the micro- level in public sector organisations and the integration between workplace innovation and the component factors of workplace innovation climate, individual, team and organisational innovation. Culture was found to be a significant antecedent to workplace innovation, and understanding this relationship provides public sector managers with the ability to develop positive cultural environments that support the
development of workplace innovation. Through understanding this managers will understand that negative culture will significantly impede workplace innovation.

This section outlines the differences between private- and public sector organisational culture. Public sector organisations have characteristics that influence organisational culture and so its connection to workplace innovation. The different elements of public service culture include socio- political culture, bureaucratic, civil ‘public’ service organisational culture and the culture of local accountability. They tend to be established and more mature organisations. They are subject to political influence from government and deliver services for the public good. They are less likely to be driven by profit motives. The conceptual framework developed in this chapter provides a theoretical view of how culture is a significant factor in determining workplace innovation and will set up the component parts for the chapters that follow.

Due to current societal challenges, it can be argued that innovation processes in the public sector have the potential to enhance effectiveness and problem solving capacities, which may result in better services. However, understanding how to develop a culture of innovation in the public sector still requires further research (Sousa, Ferreira & Vaz, 2020). In other words, although there is extensive research on innovation in the public sector, researchers still recommend the need to examine how can public sector organisations support processes of innovation (Lopes & Farias, 2020; Torfing, 2019; Agger & Sorensen, 2018). Interestingly, research on innovation in the private sector is ten times more than
in the public sector (Rivera- Leon, Simmonds & Roman, 2012). Due to the
uncertainty of the current situation, the question of how to promote innovation has become fundamental in public sector organisations (Osterberg & Qvist, 2020). Moussa, McMurray and Muenjohn (2018a, 2018b, 2018c) indicated that little is revealed on how to develop systems that can promote innovative activities, and the current literature emphasises why the public sector should change and what changes should be investigated.

The purpose of this chapter is to present specific barriers that hinder a
culture of innovation, to identify leadership characteristics and organisational climate issues that spur innovation in the Australian public sector. According to Osterberg and Qvist (2020), the investigation of organisations’ characteristics for stimulating innovation has been significant in the existing literature on public sector organisations. Despite the plethora of research on innovation, seminal studies call for the need to examine innovation processes in the public sector (Agger & Sorensen, 2018; Torfing, 2019; Moussa, 2021a). It is imperative to develop innovative processes that promote innovation among different stakeholders, as public sector organisations are confronting significant structural, financial and environmental challenges (Coulon, et al., 2020; Moussa, McMurray
& Muenjohn, 2018a). A qualitative approach serves to answer three research questions: (1) What are some barriers that hinder a culture of innovation in Australian public sector organisations; (2) What are leadership characteristics that stimulate innovation in Australian public sector organisations? and (3) How does the organisation’s climate impact innovation in the Australian public sector? To address the three questions, in the first instance, the background requires contextualising.

As a result of its increasing importance to organisational leaders, communities, governments and nations, innovation is an increasingly important concept, the rationale behind which is that change, reform and the creation of opportunities are essential for organisational, governmental and national survival, competitiveness, growth, value and even dominance. However, little consensus exists regarding what public sector innovation is, and to compound the issue further, there is a scarcity of management frameworks for informing public sector organisations about innovation processes (Bloch & Bugge, 2013; Parna & Tunzelmann, 2007; Salge & Vera, 2012; Walker, Jeanes & Rowlands, 2002). For these reasons, careful attention should be paid to what motivates or obstructs
innovation in the government sector. While numerous studies have examined the factors contributing to innovation, the results of such research have often been vague and indefinite as there is a lack of agreement around any definition of ‘innovation’ or particular unit or tool for its measurement (Delbecq & Mills, 1985; Hage, 1999; Kimberley & Evanisko, 1981). Although the concept of innovation has had various interpretations and paradigmatic approaches, a common understanding throughout the literature is that innovation principally relies upon competence and leadership, as opposed to creativity or invention, which depend upon endeavour and experimentation (Chapman, 2006).
Given the vagueness surrounding public sector innovation and the dearth
of management tools for understanding and fostering innovation processes in public sector organisations, the conceptual framework developed in this study seeks to offer a theoretical underpinning that will help individuals and organisations better understand the forces at work in innovation in the government sector.

Management is becoming increasingly aware of the importance that cross-cultural understanding plays in enabling staff to work positively, whatever their location. As a result of growing globalisation, this understanding is becoming progressively more important. The term competency is a challenging concept, embracing as it does the values, attitudes and knowledge that can affect performance at work. The potential absence of cross-cultural competency is an obstacle that many multicultural companies in Thailand may face, especially those organisations that hope to expand globally in the future. This case study aims to ascertain what competencies are required for human resources managers and managing directors who manage and offer services that are intercultural in nature; to identify the obstacles that employees need to overcome to work effectively with diverse cultural backgrounds; and to recognise how diversity can enhance the dynamics of team building in Thai automotive companies. The study has identified several potential difficulties for companies, including the requirement to familiarise foreigners with the culture of Thailand; the difference in work ethics and style in comparison to the employee’s own indigenous culture; obstructions caused by competing cultures; and how success is perceived and measured in a cross-cultural setting. The study also demonstrates that the diversity of its members can strengthen the building of a team.

In 2009, a college at a Thai university realized it might have a problem with its employees. Academic staff were leaving at an unhealthy rate, so the college set out to investigate if employee turnover was a minor issue or a serious problem that needed to be addressed in targeted ways. Exit interviews were conducted with several staff and researchers applied models of employee turnover motives to assess the situation. Specifically, they examined the reasons for job dissatisfaction in order to diagnose the problem and assist in solving it. This investigation raises questions of how to evaluate employee turnover and whether or not the diagnoses of turnover problems are beneficial to organizations.

Abstract Although the use of the Internet in Thailand has a short history, it continues to develop at a rapid rate. The adoption of the Internet helps the Thai government to apply e-learning into national educational system. This paper presents a brief introduction on how ...

Using a variety of explanations and arguments, this paper is an exploration of how the Internet, intranets and extranets add value to organizations in Thailand. The first section of this paper details Thailand's performance in the information technology (IT) sector on various indicators included in the composition of the Global Competitiveness Index (GCI) for 2012-2013 and official statistics from the Global Information Technology Report of 2014. The second section is a description of the significance of computers in organizations and how they can be influential tools for boosting productivity, followed by a presentation of a variety of perceptions about the Internet, a discussion concerning the use of intranets in organizations and a review of literature regarding the business value of extranets, which culminates in recommendations for further research.

Today, those in managerial positions have become increasingly aware of the importance that cross-cultural understanding plays in enabling their staff, wherever located, to work positively. Such knowledge will become increasingly important as a result of increasing globalization. Competency is a problematic notion encompassing attitudes, values and knowledge affecting job performance. The possible lack of intercultural competency may be a possible hurdle for multicultural organizations in Thailand, in particular those with aspirations to become global in the future. The purpose of this study is to identify the competencies required by those involved in services of an intercultural nature. Obstacles need to be identified and addressed according to the differing cultures in such companies. Interviews were conducted with nine participants in top management from four international automotive companies in Eastern Thailand. The data was collected through in-depth, semi-structured interviews. Several issues were highlighted, including the need to orientate foreigners about Thai culture; the varying range of differences in working styles, apropos to their cultures; the barriers experienced by competing cultures; the perception of success in an intercultural environment and, finally, how diversity can strengthen team building.

Despite the fact that the factors driving information and technology dispersal for developing countries are different from those in developed ones, the author in this paper did not focus on a particular nation. The author reviewed materials with no regard to the place of publication or where the investigations took place. An exhaustive review of literature indicated a number of considerable challenges and implications for practitioners. These were: an information system must be set with all tools necessary to provide meaningful information with regard to time issues and completeness; become aware of what an IT system can bring and its impact on the organization's efficiency, structure, transparency and interpersonal relationships; recognize deficiencies and limitations in the organization's computer-based information systems; promote change, knowledge sharing, creativity, innovation and democratization; catch up with recent technological developments, which may enhance the efficiency of the organization's system; and become competent in maximizing the organization's outcome from the application of such an information system. Above all, policies should be scrupulously communicated to each individual in the organization to ensure the appropriate use of technology and reduce any resistance to change. Lastly, and as a caveat, the quantitative advantages of IT aspects cannot be measured easily because the system is not directly visible when it supports the different processes of an organization.

It is never worthless to invest in training and educating employees in human resource (HR) departments in the area of information technology (IT). The reasons behind this include: (a) organizations around the globe have HR-related information needs and (b) IT issues have become increasingly relevant to business endurance. HR information systems (HRIS) can be a strategic resource and a powerful tool in the hands of decision makers. Alternatively, it can also be a burden and waste of human and non-human resources in organizations. This paper includes a general overview of HRIS, automated performance management and human resource tasks, eHR or technology in human resource management and HRIS challenges related to technology. Finally, the author presents some implications for practitioners and recommendations for future studies. This paper is intended to allow researchers to expand their understanding of fundamental features and characteristics relevant to effective HRIS in organizations. In addition, the paper is intended to support practitioners in highlighting critical issues necessary for the successful implementation of HRIS. Although the paper is narrative or descriptive in nature and non-statistical, it can be used to enhance the understanding of HRIS patterns in organizations.

The main purpose of this study was to identify gaps in motivational literature in Thailand and, subsequently, to provide some recommendations for further studies to fill these gaps. While it was a
colossal task to review the voluminous research publications on student
motivation, the author presented several major theories of motivation
and research findings meant to capture development in this field of study. The motivation theories covered in this paper are, as follows: the ERG theory; Herzberg’s two-factor approach; the universalist assumption
versus the assumption of content and process; achievement motivation
theory; expectancy theory; equity theory of motivation; acquired needs
theory; reinforcement theory: a noncognitive theory of motivation; social
motivation, instrumental motivation, and achievement motivation; John
Biggs theory of motivation; and the expectancy-valence theory. This paper attempts to identify issues untracked in motivation literature and offers some recommendations that could be traced and filled by further studies.

In the 21st century leaders have realized the importance of globalization, due to the changing workforce. Nowadays, leaders have become aware of the need for cross-cultural understanding, so that people can work positively whether locally or globally. Thus, cross-cultural knowledge will become even more important in our era of globalization. Accordingly, competency is a difficult concept and encompasses attitudes, values, knowledge, and some other factors which lead to an incredible job performance. Thus, the researcher viewed that the lack of intercultural competencies might be a barrier in multicultural organizations in Thailand, as well as to those who have the potential to become global. The purposes of this article, are to identify the competencies required for managers of intercultural consultancy services; to investigate ways which allow diversity to work effectively; and to identify barriers confronted by different cultures in international companies. Interviews were conducted with nine participants in four international automotive companies in the Eastern Seaboard of Thailand. Data were collected from the in=depth, semi-structured interviews of the participants. The findings were constructed by providing a comprehensive description of the setting. It is consisted of nine issues as followed: managers' competencies, team building for diversity, barriers confronted by differences in culture, successful intercultural environment, foreigners' cultures and working styles in Thailand, adaptability, communication skills, management issues, and educating foreigners the others' cultures in Thailand. Ultimately, the researcher attempted to develop a model for an intercultural work environment, as well as succinct recommendations for future researches.

Although the use of the Internet in Thailand has a short history, it continues to develop at a rapid rate. The adoption of the Internet helps the Thai government to apply e-learning into national educational system. This paper presents a brief introduction on how the Thai government is using the Internet and e-learning in education. Beginning with Internet and e-learning issues, this paper discusses different occurrences of electronic portfolio use found in Thailand. Finally, it will examine the potential for electronic portfolio use in the future in Thailand.

This study was an inclusive assessment of the aspects of employee turnover among academic staff in an educational setting. This text encompasses general background and converses the enormity of the employee turnover quandary, such as an individual's job dissatisfaction in a workplace. Thus, the screening of reasons that push many employees to quit their job would be a guide to a healthier diagnosis of the turnover problem in numerous organizations, in order to assist with this dilemma. The purposes of this study were to name and to draw attention to the reasons or motives related to employee turnover of the selected college and to gain indications of causes regarding employee turnover. Interviews were jobs in the past six months, and eight of whom have attempted to seek jobs in other organizations. constructed by providing a pervasive portrayal of the setting. After the investigation, the researcher discusses achievable and indispensable factors that might lead to job dissatisfaction and employee of an improper evaluation system, inaccurate organizational structure, lack of training and coaching, reprioritization, lack of problem solving skills and dialogue, inadequate reward system, severe rules and dominance, irresponsibility, and lack of integrity; (3) Communication skills consisting of one-way communication, and poor interaction; and (4) Feelings of bias and mistrust involved with negative perceptions and unequal opportunities. Finally, the researcher develops recommendations for further research.

This qualitative case study was concerned with discovering the experiences, perspectives, perceptions and paradigms of the chosen participants, who manage and develop a higher education institution in northern Thailand. Predominantly, the rationale of this study was not to discover precise responses to internationalizing a particular program/faculty/department, but to develop an understanding, and stepping forward to internationalize the university as a whole as a step toward the ASEAN economic community (AEC). The major findings were reported and discussed with reflection to previous literature in Eastern and Western higher education institutions. These encircled the overall perspectives of the internationalization of the university, the internationalization of the university in the AEC, critical strategies, and a virtual research system.

Employers at all levels, in all settings, are continually in search of information to develop decisions that can be supportive when facing complex, and unpredictable scenarios in the global market. Hence, information and information systems have become strategic tools in the hands of decision makers in today " s businesses. This paper is a presentation of the contemporary reality of information systems, and their influence in enhancing organizational performance. Further, the author identifies the types and levels of information systems available, and their fundamental purposes and roles, alongside the challenges and risks involved. Ultimately, practical implications for business leaders, and recommendations for further studies are provided.

The internationalization processes of numerous schools in the Association of Southeast Asian Nations region have grown exponentially over the past few years. This study is designed to explore fundamental approaches and enhance efforts needed to internationalize a large public university in Northern Thailand, Rajamangala University of Technology Lanna. Additionally, a qualitative approach and purposive sampling were applied in this study to gain rich perspectives from the in-depth qualitative interviews with 20 executives, 17 of whom are in top management at Rajamangala University of Technology Lanna. One participant is the former director of the Southeast Asian Ministers of Education Organization, and two participants are executives in Thai higher education institutions. Hence, we engaged in a qualitative case study in Rajamangala University of Technology Lanna to illustrate and extend current theory and research concerning internationalization of universities, both in the Association of Southeast Asian Nations region and elsewhere. Furthermore, we present a proposed model with 10 essential elements to internationalize educational institutions in the Association of Southeast Asian Nations community era. Lastly, we provide recommendations for further studies and for administrators in Thai and Association of Southeast Asian Nation universities along with suggested activities and their purposes for administrators.

The objectives of this study were to develop healthier practices in higher education institutions in the Association of Southeast Asian Nations (ASEAN) region, to develop protocols and procedures, and particularly to promote the international image and reputation of Rajamangala University of Technology Lanna (RMUTL) in the ASEAN Economic Community (AEC). Hence, the researchers proposed particular notions that should maximize the university's opportunities to play a part in international education for the AEC, and various trends were investigated that might lead to internationalize RMUTL. The findings were presented in seven broad issues, as follows: strategies; demanding policies; RMUTL strengths; Office of the International Relations; curricula; technological factors; and accelerate the internationalization of RMUTL in the AEC. Finally, the researchers drew some recommendations for decision makers, and scholars in ASEAN universities.

It is now obvious that numerous issues need to be considered to make the ASEAN Community (AC) a reality rather than an illusion. The current state of education, economy, and politics in ASEAN remains far from satisfactory in achieving the desired vision in the ASEAN Charter and goals in its three blueprints: the ASEAN Political-Security Community (APSC) Blueprint, the ASEAN Economic Community (AEC) Blueprint, and the ASEAN Socio-Cultural Community (ASCC) Blueprint. Thus, ignoring challenges and opportunities presented in the scholarly literature, reports, the media, and other outlets would result in substantial dilemmas in terms of growth and development in different sectors in the region. The purpose of this article is to articulate and emphasize challenges that ASEAN governments should confront and add it to their agendas to achieve the APSC, the AEC, and the ASCC goals. This paper consists of four sections. Section I describes educational challenges in the ASCC. Section II illustrates economic challenges in the AEC. Section III presents political challenges in the APSC. Section IV explores critical thinking questions about all areas covered in the paper. Finally, the authors drew a succinct conclusion.

Despite the historic American love for privacy that has enhanced innovation and creativity throughout the country, encroachments on privacy restrain individual freedom. Noticeable, advances in technology have offered decision makers remarkable monitoring aptitudes that can be used in numerous tasks for multiple reasons. This has led scholars and practitioners to pose a significant number of questions about what is legitimate and illegitimate in the day-to-day affairs of a business. This article is composed of (a) research about electronic monitoring and privacy concerns; (b) definitions of, critiques of, and alternatives to electronic performance monitoring (EPM); (c) motives behind employee monitoring and leadership behaviors; (d) advice that makes monitoring less distressful; (e) employee monitoring policies; (f) reviewing policies and procedures; (g) the role of human resource development (HRD) in employee assessment and development; and (h) conclusion and recommendations for further studies.

Although studies have addressed the factors that affect innovation, the findings have often been unclear and inconclusive. This is because there is no consistent definition of the concept of innovation in the existing literature. In addition, leadership behaviors that promote innovation in the public sector differ considerably from one nation to another. Thus, this study presents a consolidated in-depth literature review and analysis of the innovation and leadership literature that is specific to public sector organizations across nations. The analysis informs the development of a workplace innovation conceptual model specific to the public sector. The findings increase our understanding of how to effectively define innovation and to recognize the way in which leadership behaviors enhance public sector cultures of innovation.

Public sector organisations around the globe consider the development of new ideas and innovation paramount and inevitable. This is attributable to the intense global competition and rapid technological development. Innovation is the successful implementation of ideas and processes to tackle existing problems and develop new opportunities. The in-depth literature review identified leadership behaviours, the impact of organisational climate and culture on innovation, and barriers to overcome in order to promote innovation in the public sector. A conceptual model illustrates the relationships between innovation and other critical concepts identified throughout the paper.

There is little consensus about how innovation occurs in Australian state government departments. This lack of knowledge impedes the growth and execution of innovation in the Australian public sector. The three major objectives of this thesis are to: (1) identify specific barriers to innovate in public sector organisations in Australia; (2) identify leadership characteristics that promote a culture of innovation; and (3) investigate the relationship between barriers, leadership characteristics, organisational climate and workplace innovation at four different levels in Australian public sector organisations. Hence, this thesis explores the dynamics of innovation in these organisations and specifically State government departments. The diversity of interpretations of public sector innovation leads to a plethora of management tools. These tendencies are also evident in the literature. This thesis seeks to clarify the factors that impact on innovation in Australian public sector organisations. This thesis is framed by ‘innovation systems theory’, which emphasises that innovation does not function in isolation. It depends on the interaction between numerous actors, entities and external stakeholders. In this thesis, the author argues that from an innovation systems perspective, barriers to innovation, leadership characteristics, and organisational climate are activities that influence innovation processes at four different levels. These determinants are not independent of each other but instead support and reinforce or offset one another. This thesis by analysing the determinants/dynamics of innovation in Australian State government departments, will deploy a sequential exploratory mixed methods research design consisting of qualitative data from annual reports, newsletters, and websites of several state government departments in Australia and quantitative survey as a method of inquiry. The thesis formulates a conceptual framework that comprises organisational barriers to innovation, leadership characteristics, and organisational climate. A qualitative research approach served to address the three thesis research questions. The researcher employed both thematic and content analyses through multiple methods of qualitative and quantitative approaches employing NVivo Pro11 and Pro12 software. The first stage analysis involved an analysis of Federal governments’ initiatives, action plans and advice to State governments. The second stage analysis involved an analysis of the policies and strategies of each State government. The third stage analysis involved an examination of the strategies and implementation policies of specific State government departments, namely: the Department of Education; the Department of Environment; the Department of Health and Human Services; and the Department of the Premier and Cabinet across six States and two territory governments of Australia. As well, a quantitative research approach was applied to test hypotheses using statistical procedures and generalising to a large population from the sample. The first stage of the quantitative analysis involved the first generation of multivariate data analysis techniques, these being statistical methods such as correlations and regressions. Meanwhile, the second stage of analysis was conducted at four different levels of innovation to show in-depth analysis. Hence, a partial least squares-structural equation modelling (PLS-SEM) analysis was applied. PLS-SEM added more depth to the regression employed. The findings were constructed by providing a comprehensive description of the research settings. Based on the quantitative analysis of the hypothesised relationships, the findings revealed that H1 was fully supported and indicated that key barriers do impact on the ability to innovate in public sector organisations at the individual level.  H2, H3, and H4 were not supported and indicated that key barriers have no impact on the ability to innovate in public sector organisations at the organisational, team, and climate levels. Moreover, H5, H6, H7, and H8 were fully supported and indicated that leadership characteristics wield an impact on the ability to innovate in such institutions at the individual, organisational, team, and climate levels. Likewise, H9, H10, H11, and H12 were fully supported and indicated that organisational climate has an impact on the ability to innovate in the public sector at the individual, organisational, team, and climate levels. Based on the qualitative analysis, the data revealed three critical issues and its mechanisms that could stimulate or hinder a culture of innovation in public sector organisations in Australia: organisational barriers (e.g. staff resistance; severe rules and regulations; old organisational models; lack of resources and autonomy; lack of measurement tools; budget and funding; and lack of professional development plans); leadership characteristics (e.g. supportive and risk-taker; passionate, practical and persistent; leading by example; influential and inspirational; decisiveness, courtesy and respect; decision-making; coaching; strategic leadership; national leadership; and inclusive leadership); and organisational climate (e.g. policy development; organisation’s size and structure; a culture of sharing; initiatives; labs; incentives; collaboration and networking; measurement tools; embracing diversity; commitment; behavioural insights; and workplace planning). Based on these findings, the researcher attempted to clarify all aspects by developing some figures under each piece of finding (theme). The thesis findings provided strong and comprehensive empirical evidence for a relationship between several factors that affect the ability to innovate in the Australian public sector and for the first time address innovation at four levels (individual, organisational, team, and climate). Ultimately, the researcher developed a model for workplace innovation, as well as recommendations for scholars and practitioners.
Keywords: Australia, innovation, leadership, organisation, public sector

Using empirical data, this book uniquely presents the dynamics of innovation within public sector organisations and identifies the most crucial factors that promote innovation or the determinants that enhance innovation activities. It presents a macro and micro analysis of workplace innovation in the Australian public sector written by a combination of practitioners and academics to provide both theoretical and practical insights.
The book reviews the relationship between culture and workplace innovation as a multi-dimensional, subjective and context-specific phenomenon operating dynamically as organisational innovation, organisational climate for innovation, team and individual innovation. It identifies a variance in the perception of workplace innovation and organisational culture between public sector employees with different demographic and employment characteristics. The demographic and employment characteristics confirm that employees in a Public Sector Department of State exhibit significant differences between various groups in how culture impacts on workplace innovation. This knowledge assists practitioners in developing positive cultural environments that support the development of workplace innovation and raise awareness in considering the differences within organisations caused by an individual’s characteristics. Lastly, the book reviews public organisations around the world and provides a cross cultural comparison of public sector innovation and leadership. This includes a review of the major forms of public sector systems in operation and how this relates to innovation and leadership.
Innovation and Leadership in the Public Sector is written for academics and students interested in the public sector innovation field. It’s suitable for both graduate and undergraduate students and researchers in the fields of public administration, management policy, organisational behaviour, human resources management (HRM) and human resources development (HRD) courses. Additionally, this book is suitable for middle-to-senior-level administrators or managers who wish to develop more innovative public sector organisations.

The book’s foundations informing its content are anchored to evidence-based primary data, which was collected in the Thailand context utilising interview and case study techniques. The data has been internationally scrutinized by our peers to validate its truthfulness and integrity. In this way, our book sheds reliable and valid new understandings on the complex relationship between performance management and the effects of culture.

The propensity for public sector organisations to innovate has drastically increased over the last two decades. Public sector innovation in this chapter refers to major changes in processes in the Australian public sector. This chapter can serve as an indication of the extent to which the Australian government is providing the infrastructure to support or encourage innovation. In addition, this chapter might help public servants/decision-makers to identify the most favourable behaviours and characteristics that foster a culture of innovation. The findings revealed specific barriers that hinder a culture of innovation and leadership characteristics and organisational climate issues that stimulate a culture of innovation in the government sector. The findings on innovation and leadership are predominantly aggregated in the literature, and this chapter for the first time identifies disaggregated data across eight states of Australia.

The diversity of interpretations of public sector innovation leads to a plethora of management strategies. These tendencies are evident in the literature. In this chapter, the author argues that barriers to innovation, leadership characteristics and organisational climate are activities that influence innovation processes. These determinants are not independent of each other but instead support and reinforce or offset one another. The in-depth analysis revealed that (a) barriers such as rules and regulations and funds and budget; (b) leadership characteristics such as strategic leadership, national leadership and inclusive leadership and (c) organisational climate issues such as workplace planning, measurement tools, initiatives, embracing diversity and collaboration and networking are critical factors that stimulate or hinder innovation in the public sector.

The COVID-19 pandemic has created unprecedented challenges for businesses worldwide, altering business environments, and shifting the values and habits of the global population. Notably, this study examines the literature on the internationalisation of small and medium-sized enterprises (SMEs), particularly in South Africa, given its pivotal role as a primary trading ally with China in Africa. Africa’s business climate is noted for its volatility, a condition further complicated and intensified by the COVID-19 pandemic. Traditional forecast-based approaches are proving to be less reliable in the face of such rapid and unexpected changes. Therefore, the resilience and adaptability of SMEs become essential since agile decision-making leads to faster response times in crises. Through the lens of the ‘dynamic capabilities’ theory, SMEs and their business partners are urged to become adept at sensing external environmental shifts, seizing emergent opportunities, and reconfiguring internal resources and expertise to effectively navigate these crises. Such capacities, including flexibility and creativity, are essential for SMEs to successfully survive negative external events. The objectives of this study are threefold: (1) to delve into the ways governments and other institutions are extending support to SMEs amidst the COVID-19 crisis in the context of Africa-China business relationships; (2) to explore the responses of these SMEs to the COVID-19 crisis; and (3) to comprehend how SMEs are modifying their international business operations during the COVID-19 crisis, and to offer pragmatic recommendations tailored to the nuances of the prevailing situation. Based on the analysis of the existing literature, five propositions have gradually emerged. While this study is non-statistical in nature, its insights aim to enrich our understanding of the dynamics of SMEs’ internationalisation processes during a crisis. While the challenges posed by the pandemic are diverse, the synergistic interplay between dynamic capabilities, external support systems, and strategic foresight can guide SMEs towards resilience and sustainable growth in these turbulent times. This research offers both scholars and practitioners valuable insights into the complexities of SME internationalisation amidst global crises.
Keywords: Africa-China business relationships, Agility, COVID-19, Local government support, SMEs

There are several factors that impede smooth functioning of student groups while working on group assessments. These include interpersonal disagreements, group composition issues, unequal distribution of workload and social loafing (Hirshfield & Koretsky 2018; Trroussas et al 2023). To address challenges related to group composition, Pardes and Rodriguez (2006) suggest grouping students according to their learning styles (homogenous groups) may provide synergy and provide opportunities to improve learning outcomes. Conversely, Grigoriadou et al. (2006) argue that heterogenous groups with dissimilar or mixed learning styles has the advantage of generating dynamic group interactivity and ideas from different perspectives. Hence, our study aimed to investigate whether grouping students based on similar (homogenous) and dissimilar (heterogenous) learning styles had a positive impact on students’ academic performance. The study involved students completing a Felder-Soloman Index of Learning Style Survey (ILS) in the first week of the first-year unit - Organisational Behaviour. We assigned students who had one single dominant learning style into similar (single) learning style groups (8 groups). Students who had similar scores on two different learning styles were grouped under two styles category (3 groups). We combined the students of different learning styles to create mixed learning styles’ groups (11 groups). Finally, the students who did not complete the survey were placed under ‘Random Groups’ (6 groups). Students participating in the study completed two types of assessments in their groups. As a formative assessment, there were 8 weekly group concept games (non-graded) spread across the duration of the topic. A group case report constituted the summative part of the assessment that required students work in groups. The analysis results showed that the mixed learning styles groups performed better in the group assessments than those in the single or two style groups. Eight out of 11 mixed learning style groups were on the top 15 in the leaderboard table for the formative assessment (weekly group concept games), and six out of 10 groups that obtained distinction in the group case report formative assessment belonged to the mixed learning style groups category. The results of this study suggest that forming groups based on mixed learning styles may provide opportunities to enhance learning outcomes for students in group assessments in university courses.