Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia

A culture of innovation is seen as essential if local government organisations are to effectively manage and survive in ever-changing environments. This paper provides an overview of innovation processes and outlines how they are applied in two local government organisations in Kedah Malaysia. A cul...

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Main Author:	Rohaizad, Rashid
Format:	Thesis
Language:	eng eng
Published:	2014
Subjects:	JS Local government Municipal government
Online Access:	https://etd.uum.edu.my/4201/1/s813226.pdf https://etd.uum.edu.my/4201/2/s813226_abstract.pdf
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id	my-uum-etd.4201
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Salleh, Dani
topic	JS Local government Municipal government
spellingShingle	JS Local government Municipal government Rohaizad, Rashid Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
description	A culture of innovation is seen as essential if local government organisations are to effectively manage and survive in ever-changing environments. This paper provides an overview of innovation processes and outlines how they are applied in two local government organisations in Kedah Malaysia. A culture of innovation provides an opportunity for local government to respond to pressing local needs within legislative and financial constraints. The paper concludes that for an innovative culture to develop in local government organisations, a number of interrelated factors must combine in a synergistic way for genuine organisational change to occur. Such an innovative culture develops when creative individuals respond to external pressure for change implementing new ways of working gleaned from an extensive network, both within and between organisations. This innovation reflects their personal desire for continuous learning, builds employee capacity across flexible organisations while working with long-term, best interests of the community they serve in mind.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Rohaizad, Rashid
author_facet	Rohaizad, Rashid
author_sort	Rohaizad, Rashid
title	Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
title_short	Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
title_full	Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
title_fullStr	Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
title_full_unstemmed	Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia
title_sort	strategi inovasi di pihak berkuasa tempatan di kedah malaysia
granting_institution	Universiti Utara Malaysia
granting_department	College of Law, Government and International Studies (COLGIS)
publishDate	2014
url	https://etd.uum.edu.my/4201/1/s813226.pdf https://etd.uum.edu.my/4201/2/s813226_abstract.pdf
_version_	1776103634456543232
spelling	my-uum-etd.42012023-01-11T04:34:23Z Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia 2014 Rohaizad, Rashid Salleh, Dani College of Law, Government and International Studies (COLGIS) College of Law, Goverment and International Studies (COLGIS) JS Local government Municipal government A culture of innovation is seen as essential if local government organisations are to effectively manage and survive in ever-changing environments. This paper provides an overview of innovation processes and outlines how they are applied in two local government organisations in Kedah Malaysia. A culture of innovation provides an opportunity for local government to respond to pressing local needs within legislative and financial constraints. The paper concludes that for an innovative culture to develop in local government organisations, a number of interrelated factors must combine in a synergistic way for genuine organisational change to occur. Such an innovative culture develops when creative individuals respond to external pressure for change implementing new ways of working gleaned from an extensive network, both within and between organisations. This innovation reflects their personal desire for continuous learning, builds employee capacity across flexible organisations while working with long-term, best interests of the community they serve in mind. 2014 Thesis https://etd.uum.edu.my/4201/ https://etd.uum.edu.my/4201/1/s813226.pdf text eng public https://etd.uum.edu.my/4201/2/s813226_abstract.pdf text eng public masters masters Universiti Utara Malaysia Amabile, T.M. (1988) ‘A Model of Creativity and Innovation in Organisations’ in B. Staw and L.L. Cummings (Eds.), Research in Organisational Behaviour, Vol. 10. Greenwich, CN, JAI Press, pp. 123-167. Bandura, A. (1977), ‘Self-efficacy: Towards a unifying theory of behavioural change’ in Psychological Review, Vol 84, pp 191-215. Bingham, R.D. (1976) The Adoption of Innovation by Local Government, Toronto, Lexington Books. Brockhaus, R.H. (1998) ‘Risk Taking Propensity of Entrepreneurs’ in S. Birley, ed Entrepreneurship Ashgate, Dartmouth. Cohen, W.M. and D.A. Levinthal (1990) ‘Absorptive Capacity: A New Perspective on Learning and Innovation’ in Administrative Science Quarterly, Vol 35, pp. 128-152. Drucker, P.F. (1998) ‘The Discipline of Innovation’ in Harvard Business Review, Nov-Dec. Emery, F. (1974) ‘Job Satisfaction and Democratisation’ in Participative Design: Work and Community Life: Occasional Paper No. 4, Centre for Continuing Education, Australian National University Canberra,. Greiner, L.E. (1972), ‘Evolution and Revolution as Organisations Grow, in Harvard Business Review, July/August. Hamel, G. (1999) ‘Bringing Silicon Valley Inside’ in Harvard Business Review, Sept-Oct. Handy, C. (1989) The age of unreason, Arrow Books, London. Heifetz, R.A. (1994) Leadership Without Easy Answers, Belknap Press, Cambridge MA. Heifetz, R.A. and D.L. Laurie (1997), ‘The Work of Leadership’ in the Harvard Business Review, Jan-Feb, pp. 124-134. Jones, M. (1993). Transforming Australian local government–making it work. Allen & Unwin, Australia. Kirton, M.J. (1976) ‘Adaptors and innovators: A description and measure’ in Journal of Applied Psychology, Vol 61, pp. 622-629. Kloot, L. and J. Martin (2000) Accountability in Australian Local Government: Explaining Differences Across State Systems, Paper presented at Western Decision Sciences Conference, Hawaii, April. Kottler, J.A. (1994)Advanced group leadership, Brooks/Cole, Pacific Grove, CA. Kraatz, M.S. (1998). Learning by association? Interorganizational networks and adaptation to environmental change. Academy of Management Journal. 41(6) 621-643. Leach, S. and H. Davis and Associates (1996) Enabling or Disabling Local Government: Choices for the Future, Buckingham, Open University Press. McGrath, R.G., I.C. MacMillan and S. Scheinberg (1998) ‘Elitists, Risk- Takers, and Rugged Individualists? An Exploratory Analysis of Cultural Differences Between Entrepreneurs and Non- Entrepreneurs’ in S. Birley, ed Entrepreneurship Ashgate, Dartmouth. Mechanic, D. (1962) ‘Sources of Power of Lower Participants in Complex Organisations, in Administrative Science Quarterly, pp. 349-364. Mintzberg, H. (1979) The Structuring of Organisations, Prentice Hall, New York. Pelz, D. C. and F. C. Munson (1980) A framework for organisational innovating, unpublished paper, University of Michigan, Ann Arbor. Rogers, M (1998) The Definition and Measurement of Innovation, Melbourne Institute of Applied Economic and Social Research, The University of Melbourne, Melbourne. Senge, P.M. (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation, Doubleday, New York. West, M.A. and J.L. Farr (1990) ‘Innovation at Work’ in West, M.A. and J.L. Farr eds Innovation and Creativity at Work: Psychological and Sociological Strategies, John Wiley, Chichester. www.innovation.my habinovasi.mampu.gov.my www.mampu.gov.my www.kpkt.gov.my/kpkt_2013 jkt.kpkt.gov.my - 1 Indikator sistem penarafan bintang PBT

Strategi inovasi di pihak berkuasa tempatan di Kedah Malaysia

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