Authors: Tuomo Rautakivi
Addresses: Graduate School of Public Administration, Burapha University, 169 Long-Hard Bangsaen Road, Saensook, Chonburi 20131, Thailand
Abstract: Societies change through external pressures from a changing environment, or immanently from the internal cultural dynamic that naturally occurs within social agencies. As a result these political, security, social, economic and other changes are needed that present challenges to public administration. Consequently, public administration must adapt and identify the development of new policies and functions. Of critical importance to the state are the preeminent public institutions that are part of the development process. The outcomes are the result of both public policy and government efficacy. Organisational adaptability involves the anticipation of the future, where adaptation is an internal process that is prompted by environmental change and self-production. The capacity of an agency to adapt is affected by efficacy which conditions performance efficacy is therefore a precondition for successful adaptability. Inefficacy, through its bounding effect on an agency's intelligences, sets limits to its capability of achieving high levels of performance in organisations. Efficacy can be examined through cultural agency theory allowing distinctions to be made between public policy objectives and the resulting outcomes, this thus enabling proposed measurement of efficacy. The outcome of this approach illustrates the role of different forms of intelligences where the organisation operates and creates the capacity for adaptation and efficacy.
Keywords: organisational adaptability; government agencies; government efficacy; innovation intelligence; learning; normative; government organisations; public policy; public administration; cultural agency theory.
International Journal of Innovation and Learning, 2016 Vol.20 No.1, pp.100 - 121
Received: 26 Nov 2014
Accepted: 27 Dec 2014
Published online: 20 May 2016 *