手法を比較

	Public Sector Innovation Assessment	Organizational Culture Assessment in Public Sector
分野	Public Administration	Public Administration
系統	Process / pipeline	Process / pipeline
提唱年	2008	2011
提唱者	OECD Observatory of Public Sector Innovation	Kim S. Cameron & Robert E. Quinn
種類	Framework for assessing public-sector innovation and capacity	Survey-based organizational culture diagnostic scale
原典	OECD Observatory of Public Sector Innovation (OPSI). Frameworks and case studies on public-sector innovation. Paris: OECD.	Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). San Francisco: Jossey-Bass. ISBN: 9780470650264
別名	Government Innovation Assessment, Public Innovation Measurement, Public-Sector Innovation Capacity Assessment, Innovation in Government Evaluation	Public Sector OCAI, Competing Values Culture Assessment, Public Organizational Culture Diagnosis, Culture Profiling in Government
関連	4	3
概要	Public sector innovation assessment is a structured method for examining how, how much and how effectively a government organization innovates — generating and implementing novel services, processes, policies and governance arrangements that create public value. Drawing on the work of the OECD Observatory of Public Sector Innovation and on Mark Moore and Jean Hartley's analysis of innovations in governance, it classifies the types of innovation under way, assesses the conditions that enable or block them, evaluates their outcomes, and rates the organization's innovation capacity. Unlike private-sector innovation metrics built around patents and market share, public-sector assessment centers on public value, legitimacy and the distinctive incentives and constraints of government.	Organizational culture assessment in the public sector is a structured, survey-based method for diagnosing the dominant values, beliefs and operating assumptions of a government agency or public organization. The most widely used instrument is the Organizational Culture Assessment Instrument (OCAI), grounded in Kim Cameron and Robert Quinn's Competing Values Framework, which maps culture onto two axes — internal versus external focus, and flexibility versus stability — yielding four culture types: clan, adhocracy, market and hierarchy. Respondents rate their organization on each type for both its current and preferred states, producing a culture profile that supports diagnosis and planned change. In public administration the method is adapted to capture the bureaucratic, mission-driven and accountability-laden character of government work.