CHAPTER 5 DISCUSSION, CONCLUSION, AND RECOMMENDATIONS
5.2 Conclusion
culture was found to be a strong predictor of the relationship of POS and creativity.
Hence, hypothesis 7 and 8 were also wholly supported with acceptance according to the regression outcomes. Therefore, for hypothesis 7 and 8 the regressed equation has the shape as below:
Creativity = 2.549+.456*M1+.321*M2
The qualitative results correspondingly authenticated the quantitative results.
All of the participants of the interviews stated that the leader clearly focused the target toward the members. They added that the organization takes responsibility for the well-being of the members, looks after problems, and creates a balance between tasks and personal matters. They also mentioned about recreational activities, the dedication to needs-based, hassle-free services and tolerable attitudes of mistakes and errors.
influences of TL and POS on PSIO the perceived organizational culture’s role as moderator and creativity role as a mediator path analysis were a must. Additionally, in order to be certain of the results, full-phased multiple regression analysis was carried out. The findings from both the quantitative and qualtitative analysis were validated with adequate empirical and experimental evidence from related literature.
It can be summarized that various factors are remarkably significant in undertaking public service innovation in Bangladesh. It might be too early to measure innovation outcomes in the Bangladesh context but to some extent, the current research has shown that public service innovation outcomes are coming to light.
Time, costs, and visitors' visits are reducing. The positive influence of TL, POS, POC, and CR on PSIO is evident enough. Successful innovation stories in public services are telecast in the media. Recently the Access to Information (A2I) program conducted a research on 102 cases and the results showed a successful story of public service innovation outcomes of Bangladesh; that is, 65% of time, 66% of costs, and 38% of visits have been reduced. (Galaxy, 2019)
5.2.1 Implications of the Study
The study of public service innovation outcomes of Bangladesh public service has practical and theoretical significance.
5.2.1.1 Theoretical Implications
This research attempts to assess the level of influence of the selected predictors in expediting public service innovation outcomes. From the rigorous study, it was found that there are some studies that have been conducted on TL or POS individually. The direct and indirect influences in combination were studied in the current research on the relationship of TL and POS regarding public service innovation outcomes, where both moderator and mediator factor have been used.
Further, more specifically, the influence of the team leader has been assessed, which is a new addition, an attempt to measure public service innovation outcomes on team- based performance where the team is the unit of analysis. However, there is no comprehensive study like the current one, which was conducted on the outcomes of public service innovation.
Perceived organizational culture was used as moderator to study the interruption of the relationship of both TL and POS on PSIO. The most persuasive model, which is often the basis of analyzing organizational culture for the management researcher, was Hofstede’s model, whereas most of the noted studies were done on the basis of national culture dimensions. The perceived organizational culture dimensions taken in this study are perfectly matched with the style of management of an organization.
In addition, the proposed model used creativity as a mediator of the relationship. Creativity has also been assessed in the relationship of TL→ PSIO, and POS →PSIO. Many studies have been based on creativity and innovation but those specifically on creativity as a mediator are rare. The study also contributes to team level innovation outcomes in public service, which is undoubtedly important for organizational experts.
5.2.1.2 Practical Implications
The government of Bangladesh has invested in public sector innovation.
However, the outcomes of that investment have not been measured. The Access to Information (A2I) Program was introduced more than ten years ago, in 2008, as a part of vision 2021 and the Gazette of Innovation team, where the government declared the modalities of innovation teams in April 2013 (Gazette, 2013). Very little research has been conducted to see the results of the public service innovation outcomes and there is no study in this context following the outcomes of the innovation team’s performance yet. So far there is no comprehensive study on A2I interventions or on the innovation team.
Therefore, this study’s findings will help policy planners formulate innovation policy. Practically at the field level, for the implementation of innovative projects and perspectives, the district and upazila (sub-district level) officers are the front-line fighters for innovation who are responsible for carrying out the projects for the masses of people. Moreover, they are helping public managers and practitioners to encourage innovations in government, but the current study’s findings pointed out that they are overloaded with their routine work and innovation programs are an extra burden for them where there are no extra rewards or recognition for the extra work.
Innovation policy should put concentration on this area. Therefore, the Bangladesh
government can recruit skilled innovation human resources. As there is evidence that transformational leadership influences creativity and creativity positively impacts innovation outcomes, innovation policy should take measures that will encourage transformational leadership as well as perceived organizational support and culture in favor of innovation. Since the formal institutional journey began in the year 2008 in Bangladesh, the absence of adequate literature on public service innovation outcomes in the context of Bangladesh, the execution and the understand phenomenon of this area will contribute to the future researcher as well as the Bangladesh government.
Furthermore, in order to understand the existing supporting policies and hindrances, this study can be a guide. Some major policy recommendations have been recommended on the basis of implementers’ and service seekers’ points of view, and this will also be helpful in enhancing the ongoing innovation practices. Further, other countries, including developing and neighbor countries, may be enlightened and inspired with successful innovation projects, especially the TCV model in their public services. Meanwhile, some countries such as Bhutan, Mongolia, the Maldives, and Nepal have asked for setting up an innovation model of a service delivering system from the Bangladesh government (Zaman, 2015).
The government maintains a service delivery system and a one-stop center working toward entrenching and merging e-culture across Bangladesh, which focuses on developing relations between government and citizens. From the findings of this study it would be easier to formulate an effective reward and incentive structure and also capacity building strategies for leadership building and enriching organizational support as well.