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Innovation is embedded into daily routines, public service activities, and interactions with non-state actors, making it difficult to uncover excellent practices, but these chapters illustrate how innovative and entrepreneurial actors can be. Scholars have contributed ample evidence of flourishing innovation and enterprise in this important field

The term 'entrepreneurship' has usually been associated with private sector activities. The term has appeared frequently in public sector literature, with scholars challenged to find new multi-disciplinary frameworks. This collection contributes to the debate due to a confusing array of terminology on creativity, innovation and entrepreneurship. Scholars and practitioners are looking for flexible and adaptable approaches to shaping organisations. Key challenges face public sector institutions and partners, and success will be dependent on how well the public sector finds new ways to deliver excellent public services, and leverage support and resources from non-state partners. Public sectors across the globe have a poor record on productivity despite a dramatic expansion in public expenditure, but the on-going global economic recession has brought into focus the 'innovation and enterprise imperative' (Brown & Osborne, 2013). Innovation is embedded into daily routines and interactions with non-state actors, but these chapters illustrate ample evidence on how innovative actors can be. Scholars have contributed studies of flourishing innovation and enterprise in this important field"--Provided by publisher.

Le présent article étudie les dimensions verticale et horizontale des activités menées par les dirigeants des secteurs public et privé et les responsables locaux en faveur du développement économique en Angleterre, en particulier ceux qui œuvrent dans le cadre complexe des partenariats d'entreprise locaux ( Local Enterprise Partnerships ou LEP), un outil de partenariat au cœur du programme localiste de l'État britannique visant à stimuler la croissance. Cette étude éclaire la manière innovante dont des acteurs étatiques et non étatiques et des citoyens pilotent un ensemble complexe de structures légales verticales au sein de nouveaux « espaces » d'interactions/d'interrelations fragmentés, horizontaux et largement informels pour coproduire des stratégies et des projets destinés à transformer les régions. Pour progresser dans notre connaissance de l'animation collaborative, il nous faut élaborer de nouvelles méthodes d'étude des imputabilités multiples et de la manière dont la coproduction fonctionne dans des réseaux « au maillage lâche ». Il est impératif d'appréhender les problématiques d'exercice de fonctions de direction en transcendant les frontières sectorielles de réseaux complexes de structures légales verticales et d'espaces d'action informels horizontaux. Dans ces réseaux, les dirigeants, en tant que représentants institutionnels, collaborent pour réaliser des objectifs que les organisations membres agissant de manière isolée ne pourraient atteindre aisément. Ils doivent également définir, au moyen de compromis et de négociations avec l'organisation dont ils sont issus, leur rôle de représentation dans le cadre de la défense et de la promotion des priorités, buts et intérêts de la nouvelle entité, en l'espèce un partenariat d'entreprise local. D'un point de vue théorique, cet article s'inscrit dans les récents débats qui ont eu lieu sur les aspects théoriques et pratiques de la nouvelle gouvernance publique, afin de mettre en lumière l'inaptitude des modèles de la nouvelle gestion publique à saisir l'articulation complexe qui existe entre des structures de pouvoir formelles et des ensembles de relations informels et fragmentés. Il s'inspire également des modèles d'imputabilité, notamment de l'école d'Utrecht, pour identifier les relations sociales qui s'établissent entre animateurs collaboratifs dans les partenariats d'entreprise locaux et pour montrer comment ces derniers font valoir les concepts d' agentivité (agency) et d' action individuelle dans le cadre des institutions participantes. Remarques à l'intention des praticiens Les données recueillies dans le cadre de la présente étude devraient être utiles aux experts, aux gestionnaires publics et aux décideurs pour comprendre les liens formels et informels qui s'établissent au sein des partenariats de développement économique. Cet article devrait permettre de saisir l'intérêt de renforcer l'imputabilité des acteurs pratiquant une collaboration intersectorielle. Par ailleurs, il montre la pertinence des partenariats d'entreprise locaux comme moyen essentiel de coproduire des stratégies collaboratives de transformation des localités régionales, en étudiant les dimensions verticale et horizontale des activités menées par les dirigeants des secteurs public et privé et les responsables locaux dans ce cadre complexe.

Purpose
The purpose of this paper is to explain the global, historic context of public administration and the specific British context of teaching and research for public administration. Also, it asks the question, "is twenty-first century public administration still 'fit for purpose?'".


Design/methodology/approach
The paper is a personal reflection on the changes to public administration and management during the twentieth and early part of the twenty-first century, in particular how the UK Learned Society has responded to a number of global, policy and cultural changes.


Findings
The findings demonstrate how the UK Joint University Council (JUC), representing public administration, has responded to changes, in particular to recent forces impacting on HE and training providers. It includes the outcomes of a series of recent UK debates as JUC approaches its 100-year centenary in 2018. It concludes by showing that public administration research, teaching and scholarship are as necessary, if not more so, in 2018. In particular, issues such as accountability, legality, integrity and responsiveness, the overall ethical guidelines are vital for both public and private educational curricula. For either theory building or empirical descriptions, public administration research can still positively contribute to the wider economy


Research limitations/implications
As a personal reflection, the findings are offered to add to a debate on the future of public administration scholarship in the UK, and much wider afield.


Practical implications
The contents should be of benefit to academics, policy and practitioners in the field of public administration and management.


Social implications
This study has wider societal implications, as all states are facing growing social problems and a need to seek novel ways of delivering public services.


Originality/value
Though the paper is a personal reflection, and may therefore be challenged, it is based on wider literature to support the claims being made.

This article explores vertical and horizontal dimensions of the work of public, private and civic leaders involved in economic development in England, in particular, those working in the complex terrain of Local Enterprise Partnerships, a key partnership tool in the UK central government's localism agenda for driving growth. It offers insights into innovative ways in which state, non-state and citizen agents navigate a complex set of vertical, legal authority structures within fragmented, horizontal and largely informal new 'spaces' of interactions/interrelationships to collaboratively co-produce strategies and plans for transforming local areas. To advance our knowledge of collaborative leadership requires new methodological approaches to investigating multi-accountabilities and how co-production works within 'loosely coupled' networks. It is imperative to appreciate the problems associated with leadership working across sectoral boundaries within complex networks of vertical, legal structures and horizontal, informal action spaces. In such networks, leaders, as institutional representatives, work collaboratively to achieve objectives not readily attainable by member organisations acting alone. They also need to compromise and negotiate their representative role back to a parent organisation while protecting and promoting the priorities, aims and interests of the new entity, in this case, a Local Enterprise Partnership. Theoretically, then, the article is located in recent debates on the theory and practice of New Public Governance, to show the inadequacies of New Public Management models for capturing the complexities between formal authority structures and fragmented informal sets of relationships. It also draws on accountability models, notably, from the Utrecht School, to identify social relations between collaborative leaders on Local Enterprise Partnerships, and to show how they assert agency and individual actions within the boundaries of participating institutions.Points for practitionersThe findings should benefit professionals, public managers and policymakers in understanding formal and informal linkages on partnerships for economic development. The article should facilitate an appreciation of the importance of greater accountability for actions in cross-boundary working. Moreover, in exploring vertical and horizontal dimensions of public, private and civic leadership in the complex terrain of Local Enterprise Partnerships, the findings show their feasibility as key vehicles to develop collaborative, co-produced strategies in transforming sub-national localities.