.jpg)
Abstract
This chapter aims to enhance our understanding of the relation between public innovation and organizational legitimacy. On the basis of the literature, we formulate the expectation that top-down innovation results in strengthening of a bureaucratic logic to producing legitimacy whereas bottom-up innovation results in more emphasis on a network logic. To investigate this expectation empirically, the chapter analyses the introduction and use of social media by the Dutch police. The outcomes challenge the expected relation: top-down innovation resulted in a more networked arrangement for legitimacy. We explain this finding by pointing out that the innovation process was infrastructural and empty in content: the content was provided through bottom-up innovation. We conclude that combinations of top-down and bottom-up practices can form a conceptual lens for studying the involvement of different organizational actors in processes of public innovation.
Keywords: Public innovation, organizational legitimacy, police, social media.
Related Journals
Current Social Sciences
Related Books
Thriving Across the Lifespan and Around the Globe: Day in the Life Visual Research Approach
Down Country Lanes, Behind Abandoned Houses
An Integrated Geophysical and Geotechnical Assessment of Hazards Around the Abu Serga Church
Serial Killers Around the World: The Global Dimensions of Serial Murder
Jack the Writer: A Verbal & Visual Analysis of the Ripper Correspondence
Drugs Sex, And Crime - Empirical Contributions
Virtual and Classroom Learning in Higher Education: A Guide to Effective Online Teaching
Assessment, Accreditation and Ranking Methods for Higher Education Institutes in India: Current Findings and Future Challenges
Physics Education for Students: An Interdisciplinary Approach
Inside the New University: Prerequisites for a Contemporary Knowledge Production