This chapter explains and discusses the definition of public sector innovation. Public sector innovation includes two concepts or terms: (1) public sector and (2) innovation. The first concept, “the public sector,” refers to the general government organizations owned and funded by the government and may include or exclude state-owned enterprises. The second concept, “innovation,” refers to novel ideas or practices implemented organizations. Thus, novelty and implementation are two key terms defining innovation. Therefore, public sector innovation refers to innovative activities in the public sector, and this chapter provides information about it. In addition, this chapter discusses how and in what ways innovation differs from public management reforms, organizational change, invention, creativity, entrepreneurship, and improvement.

Decades of research confirms that the behavior of leaders influences change outcomes. Correspondingly, leader development has aimed to identify and develop the individual traits and attributes that are precursors to desired behaviors. However, where this approach has traditionally targeted static precursors and, thus, relatively stable sets of behaviors, there is growing evidence that successful change requires leaders to switch behaviors during change. We introduce mindset activation as a leader development approach to aid this switch. We elaborate on two common change processes – top-down and bottom-up – and establish a connection between the desired leader behaviors of these processes and the fixed and growth mindsets, respectively. In doing so, we propose a means of operationalizing the activation of fixed and growth mindsets for leader development during change. This new approach overcomes some of the limitations of the traditional focus on static precursors of behaviors, by providing a more precise account that encompasses the malleable and dynamic nature of personality system processes to enable effective change leadership.

This chapter takes a social identity perspective on change leadership. Although leading change is considered to be an essential part of leadership in general, the empirical literature on this topic is relatively sparse. Yet, the social identity perspective provides valuable insights into this topic, in particular, shedding light on why individuals resist or support change and how leaders can play a role in facilitating positive change pathways. Drawing on this literature, we develop a multi-identity pathway model, which outlines how leaders can enable employee change adjustment by enhancing perceptions of identity continuity and identity gain during change processes. This model further explores the identity management behaviors that leaders can employ to inspire support for change, and the different (organizational, team, and occupational) identity foci that may facilitate positive change reactions. Finally, we discuss whether shared or distributed models of leadership are feasible leadership mechanisms in fostering strong post-change support among employees.

Organizational change is an inherently temporal phenomenon which unfolds over time. Change processes are difficult to predict, take unforeseen turns, and are often implemented sequentially. This typically causes uncertainty and ambiguity and affects employees’ appraisal of a change project and the related beliefs, expectations, emotions, and behavioral reactions. The unfolding of change processes over time is addressed in only few theoretical conceptualizations (e.g., the "change curve"). In this chapter we explore the time-related psychological aspects of organizational change. More specifically, we explore how change processes can be theoretically modeled to include a temporal perspective, how change recipients’ cognitive and emotional experiences and reactions to change evolve over time, and how individual and organizational factors influence change recipients’ experiences and reactions over time. We propose a phases model in which we describe the development of change recipients’ reactions over the course of a change project. Here, we integrate literature from the fields of organizational psychology and organizational behavior as well as change management and sensemaking.

The role of religion in government and public policy constitutes a major challenge to governance in modern times. Religious parties tend to play the role of spoiler to democratization and democratic governance around the world. In Muslim-majority countries, this issue is compounded by the permissive religious institutional environment that religious parties operate within; Islamist parties capitalize on the absence of a centralized hierarchical religious authority and take on hybrid party-movement structures to claim to represent the faith. Governments, as a result, struggle to contain Islamist parties to the political sphere. Contemporary analyses of Islamist parties disproportionately focus on the factors behind their ideological change, social activism, and intraparty conflicts at the expense of their organizational structures, despite the latter’s great political and policy relevance. The Conclusion offers an overview of the debate surrounding Islamist organizational structures and offers multiple policy options for incentivizing organizational reform within Islamist parties, with the end goal of facilitating a process of ideological reform.

Building on positive research findings in Europe, Canada, and Australia over the past 30 years, the US National Institute of Mental Health (NIMH) funded two large trials of Coordinated Specialty Care (CSC) for first episode psychosis approximately 10 years ago. These studies found that participation in CSC, which includes both pharmacological and manualized psychosocial treatments, resulted in greater treatment retention, improved quality of life and work/school rates and reduced psychopathology among participants (Dixon et al., 2015; Kane et al., 2016). The authors of this chapter were intervention co-developers and trainers in the NIMH funded Recovery After an Initial Schizophrenia Episode (RAISE) national randomized controlled trial comparing CSC to customary care in 34 non-academic “real-world” community mental health clinics. The psychosocial components of the RAISE CSC intervention, entitled NAVIGATE, are manualized and available at navigateconsultants.org. The authors have now provided intensive onsite training and consultation in NAVIGATE in over 20 US states, typically to a combination of state and local community mental health agencies. In this chapter, they will present an overview of NAVIGATE and the national training effort, and then highlight both success and challenges in working to improve evidence-based first episode psychosis mental health treatment in the USA on a national and local level.

This chapter summarizes the key themes from the preceding chapters by experts in the field of psychosis: the connection between mental healthcare and the larger social climate; the need to combat stigma and change beliefs and attitudes; the important role of training; the necessity of breaking down silos; and the essential nature of learning from others. Given that successful implementation and dissemination will likely require interventions at multiple levels of the system, we apply best practices from organizational change management to provide a path forward. Using the ADKAR model to develop awareness of the need for change, foster desire to be involved in the change, generate the knowledge and ability to participate in the change, and reinforce desired behaviors are essential steps forward. We provide concrete suggestions to promote change of the mental healthcare system as each step of the change process.

1. To identify best practices in managing expatriates and to outline the roles of these managers in FSA development and transfer processes.

2. To examine the main pitfalls when managing expatriates.

3. To describe how to craft effective organizational change in the MNE through following a rigorous eight-step process.

4. To explain how modern human resources management (HRM) practices in a digital MNE can be nurtured, building on a global community of employees and contributors.

5. To show how successful MNEs can improve their organization-wide capacity to integrate interdependent international operations through ‘managing managers’.