! Greta!Nasi,!Maria!Cucciniello,!Valentina!Mele,!Giovanni!Valotti! !and!Raffaele!Bazurli!(Bocconi'University)' 30'May'2015'' ''This'policy'brief'presents'the'findings'of'the'fifth'work'package'(WP5)'of'the'“Learning(from( Innovation(in(Public(Sector(Environments”'(LIPSE)'project.''LIPSE'is'a'research'program'under'the'European'Commission’s'7th'Framework'Programme'as'a'Small'or'MediumQScale'Focused'Research'Project'(2013Q2016).'LIPSE'focusses'on'studying'social'innovations'in'the'public'sector.'Full'reports'can'be'downloaded'via'www.lipse.org.' –European Policy Brief– Policy recommendations for adopting, diffusing and upscaling ICT-driven social innovation in public sector organizations LIPSE: Learning from Innovation in Public Sector Environments (Work Package 5) European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))2 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! ! 1 Relevance!of!ICTCdriven!social!innovation!'Nowadays,'the'issue'of'public'sector'innovation'is'very'important'in'light'of'the'economic'and'social'crisis'that'is'hitting'European'countries.'Public'sector'organizations'have'to'cope'with'soQcalled' “wicked”' societal' challenges'and'an' increasing'demand' for'highQquality'public' services,'while'also'facing'a'reduction'in'their'budgets.'In'this'sense,'social'innovation'represents'a'sort'of'“magic'concept”'since'it'claims'to'promise'public'sector'organizations'(PSOs)'suitable,'costQsaving' and' inclusive' solutions' in' responding' to' the' emerging' needs' of' citizens.' The' LIPSE'project' (Learning' from' Innovation' in' Public' Sector' Environments)' identifies' drivers' and'barriers' to' successful' social' innovation' in' the'public' sector.' LIPSE' is' funded'by' the'European'Commission’s' 7th' Framework' Programme' (No.' 320090,' 2013Q2016)' and' is' comprised' of'researchers'from'12'Universities'in'11'EU'countries.''Information' and' communication' technologies' (ICTs)' can' facilitate' the' spread' of' social'innovation' because' they' are' able' to' process' significant' volumes' of' information' and' thus,' can'overcome'physical' and'organizational' barriers.' The'EU' itself' has' accepted' this' as' a' challenge'and'as'a'way'to'respond'to'citizens’'needs'today.1'To'deepen'our'understanding'of'this'critical'issue,'this'policy'brief'(based'on'LIPSE'work'package'5)'focuses'on'two'innovative'practices'in'the'public'sector.'The'first'is'eQprocurement,'which'refers'to'the'use'of'ICTs'to'carry'out'several'of'the'stages'of'the'procurement'process.'This'technology'is'relevant'because'it'contributes'to'a'more'dynamic,'transparent'and'competitive'procurement'process.'The'second'practice'refers'to'ICT'and'new'media'technologies'that'are'focused'on'the'creation'of'new'ways'of'working'(the'soQcalled' telework),' which' provide' civil' servants' with' instruments' to' work' at' home,' while'making' use' of' the' ICT' infrastructure' of' their' organization.' This' offers' new' possibilities' for'public' employees' to' coQcreate' a'working'environment' that' is' compatible'with' their'work/life'balance'aspirations.' It' is'also'affects' the'attractiveness'of' the'public'sector'as'an'employer.' In'our' research,' we' also' paid' attention' to' followers,' late' adopters' and' laggards,' whose' role' in'diffusing'and'upscaling'ICTQdriven'social'innovation'is'very'important.''This' policy' brief' presents' the' results' of' a' systematic' literature' review' and' an' empirical'comparative' analysis' across' 6' EU' countries.' Our' aim' is' to' disseminate' evidenceQbased'knowledge'on'the'determinants'and'barriers' ICTQdriven'social' innovation,'relevant' for'policyQmakers,'managers,'practitioners'and'scholars.''The'three'main'objectives'of'WorkQPackage'5'can'be'summarized'as'follows:''1. To' theoretically'and'empirically' identify' the'determinants'and'barriers' that'play'a' role' in'upscaling' ICTQdriven' innovations' in' two' policy' fields' (eQprocurement' and' telework),' in'relation' to' the' specific' characteristics' of' followers,' late' adopters' and' laggards' in' six'European'countries.' 1 Cf. EU Social Innovation, the Digital Agenda for Europe (established by the European Commission as a European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))3 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !2. To' develop' policy' guidelines' and' instruments' that' public' decisionQmakers' can' use' to'improve'adoption,'diffusion'and'upscaling'of'ICTQdriven'innovations.'3. To'disseminate'the'research'results'and'policy'recommendations.' 2 How!did!we!examine!the!determinants!and!barriers!of!ICTCdriven! social!innovation?!'The'research'process'started'with'a'systematic'review'of'the'most'prominent'literature'on'the'determinants'and'barriers'of'ICTQdriven'social'innovation'in'the'public'sector.'We'drew'on'194'journal' articles' and' another' 59' relevant' publications.' We' then' developed' a' theoretical'framework.'The'determinants'and'barriers'found'in'the'literature'were'organized'according'to'three' levels' of' analysis.' First,' we' placed' the' identified' influential' factors' in' the' internal' or'external' context' of' the' public' sector' organization.' Within' each' context,' we' identified' more'specific'dimensions.' Finally,'we' examined' single'determinants' and'barriers.'We'verified' their'positive/negative'influence'on'adoption,'diffusion'and'upscaling'and'connected'them'to'various'types'of'adopter'(i.e.'innovators,'followers,'late'adopters,'laggards).2'For'each'country'analyzed'(i.e.' France,' Italy,' the'Netherlands,' Romania,' Slovakia,' Spain),'we' explored' and' compared' the'institutional' framework,' the' legislation' and' the' stage' of' adoption' for' eQprocurement' and'telework' to' appreciate' their' peculiarities.'We' also' assessed' the' levels' of' ICT' “readiness”' and'stage'of'eQgovernment'development.' (We'then'did'a'qualitative'comparison'among'12'organizations'in'the'6'countries.'We'conducted'60' semiQstructured' interviews,' reporting' the' results' through' standardized' reports.' We' then'carried'out'a'crossQnational'survey'among'regional'and'local'public'organizations'(117'and'269'responses'for'eQprocurement'and'telework'respectively).'The'aim'was'to'generalize'the'findings'on'determinants'and'barriers.'Eventually,'we'matched'and'triangulated'policy'documents'with'the' qualitative' and' quantitative' evidence' to' provide'meaningful' policy' recommendations' for'policymakers'and'practitioners.' 3 Determinants!and!barriers!of!eCprocurement!adoption!and! upscaling!'EvidenceQbased'knowledge'about'the'determinants'and'barriers'of'eQprocurement'adoption' is'critical' for' people'who'want' to' foster' such' processes.' As' anticipated,' a' distinction' is' applied'between'the'external'and'the'inner'context'of'public'sector'organizations.'The'former'regards'external' environmental' factors,'which' can'be' effectively' influenced'by'policymakers:'we' then'propose' policy' recommendations.' The' latter' instead' refers' to' those' characteristics' that' are'related' to' organizations,' and'which' are' in' the' realm' of' public'management:' in' this' case,' we'formulated'what'the'implications'are'for'practitioners.' 2 Such categories are referred to the single organizations analyzed, and not to regional/national contexts as a whole. European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))4 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! ! Determinants(and(barriers(in(the(external(context('First,'we' found'that'determinants'and'barriers'referred' to'eQprocurement'are'not' so'different'from'the'determinants'and'barriers'to'innovations'that'do'not'require'the'use'of'ICTs.'Despite'its' technological' nature,' eQprocurement' implies' organizational' changes.' Technology' per' se' is'not' a' key' element' for' its' successful' implementation.'However,' the' development' of' territorial'ICT'infrastructures'(such'as'the'broadband'connection)'and'the'absence'of'a'digital'divide'are'important' determinants' when' eQprocurement' has' not' been( adopted( yet.' Our! policy! recommendation!for!the!adoption!of!eCprocurement!is!to!strengthen!investments!in!ICT! infrastructure!in!regions!where!this!infrastructure!is!weak.!''Second,'law'obligations'are'the'most'powerful'driver'of'adoption'for'followers,'late(adopters'and' non>adopters.' Mandatory' provisions' push' organizations' to,' at' least,' experiment' with' eQprocurement.'For'example,'most'of' the'Romanian'and'Slovak'regions'adopted' this' innovation'despite'these'countries’'current'relative'low'levels'of'ICT'and'eQgovernment'development.'This'is'because'of'their'national'legislations'(harmonized'with'EU'Directives'on'public'procurement),'which' oblige' regional' governments' to' adopt' eQprocurement.' Conversely,' Spanish' regional'governments'have'the' lowest'rate'of'adoption.' In' fact,'Spain' is' the'only'country'analyzed'that'does'not'oblige'regions'to'do'adopt'eQprocurement.'Spanish'Autonomous'Communities'are'very'independent'in'policyQmaking.'This'results'in'a'heterogeneous'“map'of'adoption”'in'the'country.'It'is'finally'meaningful'to'observe'how'most'of'the'adoptions'registered'occurred'just'after'the'approval'of'EU'Directives'in'20043.'Our!policy!recommendation!to!foster!the!adoption!of!eC procurement!is!to!elaborate!policy!guidelines!for!harmonizing!national!and!regional!laws! with! the! proposals! adopted! by! the! European! Commission! in! December! 2011! (IP/11/1580)!on!public!procurement’s!modernization.!This! implies! fixing! the! following! obligations:! (a)!use!of!electronic!means! for! certain!phases!of! the!procurement!process,! notably!the!electronic!notification!of!tender!opportunities!and!the!electronic!availability! of! tender!documents! (originally! expected!by!midC2014);! (b)! use! of! electronic!means!of! communication!for!central!purchasing!bodies!(originally!expected!by!midC2014);!(c)!use! of! electronic! means! of! communication! for! all! the! contracting! authorities! and! all! the! procurement!procedures!(by!midC2016).!Moreover,!more!detailed!provisions!need!to!be! adopted! for! encouraging! interoperability! and! standardization! of! eCprocurement! processes.''Third,'interQinstitutional'pressures'and'imitation'foster'the'upscaling'of'eQprocurement'among' late' adopters' and' nonQadopters.' Public' sector' organizations' indeed' tend' to' replicate' the' best'practices'of'their'neighbors.'For'example,'after'the'innovative'Italian'experience'of'ARCA'S.p.A.,'numerous' public' sector' organizations' of' the' Lombardy' region' started' to' use' eQprocurement'because'of'the'benefits'achieved'by'territorial'“champions”.'Our!policy!recommendations!for! the! upscaling! of! eCprocurement! is! to! disseminate! best! practices! that! encourage! other! organizations’!willingness! to! imitate.!Moreover,!we! suggest! that! policyCmakers! publish! 3 2004/17/EC and 2004/18/EC, available online at http://goo.gl/u0yxIV and at http://goo.gl/L65H1t. European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))5 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! ! data!on!the!level!of!takeCup!of!eCprocurement!on!total!regional!procurement!to!promote! “healthy!competition.”! !Last,! organizations' that' are' very' autonomous' in' managing' public' procurement' are' more'capable'of'upscaling'eQprocurement.' In' fact,' the'only' two'organizations'qualitatively'analyzed'that'have'accomplished'upscaling'are'the'Italian'and'Dutch'ones.'In'contrast'to'the'other'cases'(in' which' public' procurement' is' managed' by' regional' governments' through' their'units/departments),'ARCA'S.p.A.'and'IBMN'are,'respectively,'a'publicly'owned'company'and'a'foundation'of'municipalities.'These'organizations'are'then'fully'dedicated'to'the'management'of'public' purchases.' This' resulted' in' greater' expertise' and' more' slack' resources.' Our! policy! recommendation! for! upscaling! eCprocurement! is! to! establish! autonomous! and! specialized! public! sector! organizations! for! the! centralization! of! regional! procurement! through!electronic!means.'' Determinants(and(barriers(in(the(inner(context('While' the' external' context' seems' relevant' to' provide' the' “necessary' conditions”' for'implementing' eQprocurement,' determinants' and' barriers' from' the' inner' context' are' instead'critical'to'eventually'upscale'this'ICTQdriven'social'innovation.''First,'similarly'to'the'external'context,'technological'factors'are'the'basic'conditions'necessary,'especially'among'non>adopters.'The'research'proves'how'such'actors'severely'suffer' from'the'lack' of' ICTs' skills' and' equipment.'The! implication! for! practitioners! in! the! adoption! of! eC procurement! is! enhancing! the!quality! and! the!quantity!of! ICT!equipment!within!public! sector!organizations!and!investing!in!training!activities!to!improve!ICT!skills.!'Second,' a' fundamental' obstacle' is' the' riskQaverse' bureaucratic' culture' that' sometimes'characterizes' public' sector' organizations.' In' this' sense,' the' skepticism'of' single' employees' is'also'a'barrier.'For'example,' in'the'Slovak'context,' this'has'been'attributed'to'the'bureaucratic'attitude'inherited'from'the'communist'regime,'characterized'by'a'strong'aversion'to'change'and'innovation.' In' Spain,' this' can' be' interpreted' as' a' result' of' the' conservative' culture' of' public'servants,'who'often'benefit'from'a'comfort'zone.'This'makes'innovation'seem'excessively'risky,'especially' in' light' of' the' possible' negative' repercussions' in' political' terms.' Governance'traditions' thus' matter' a' lot.' The! implication! for! practitioners! in! the! upscaling! of! eC procurement! is!that!they!need!to!pay!attention!to!change!management!when!modifying! governance!traditions!and!employees’!preferences!in!the!use!of!eCprocurement.''Connected' to' this,' the' support' of'managers' in' arranging' training' and' consulting' activities' for'endQusers' (both' public' servants' and' providers)' is' necessary.' At' the' individual' level,' this' also'requires'visionary'leaders'to'generate'consensus'with'respect'to'eQprocurement.'The'eventual'achievement'is'the'increase'of'both'employees’'ICT'skills'and,'more'importantly,'the'change'of'organizational' cultures.' The! implication! for! practitioners! in! the! upscaling! of! eC procurement!is!that!they!need!to!identify!a!pivotal!figure,!who!acts!as!a!visionary!leader! and!who!generates!consensus!on!this!issue,!emphasizing!the!benefits!achievable!in!daily! activities.' European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))6 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !Lastly,' a'prominent'barrier' is' the' lack'of' interQoperability;' that' is,' the' coherent' integration'of'organizational'processes'among'departments'or'organizations.'Although'this'issue'is'technical,'managerial' competences' are' needed' to' achieve' this' objective.' The! implication! for! practitioners!in!the!upscaling!of!eCprocurement!is!that!they!need!to!invest!in!training!and! consulting! activities! that! take! into! account! both! the! technical! aspects! in! the! use! of! eC procurement!platforms!and!its!organizational!repercussions.! 4 Determinants!and!barriers!of!telework!adoption!and!upscaling!'As'for'eQprocurement,'deepening'our'knowledge'of'the'determinants'and'barriers'of'telework'is'critical'to'triggering'its'adoption'and'diffusion.'Here,'we'apply'the'same'distinction'between'the'external'and' the' inner' contexts'of' the'public' sector'organization.'Since'environmental' factors'can'be'more'influenced'by'policy'makers,'we'propose'policy'recommendations'for'the'external'context.' Conversely,' the' inner' context' regards' internal' factors' of' organizations' that' closely'concern' public' managers.' For' this' reason,' we' formulate' what' the( implications' are' for'practitioners'in'this'case.' ( Determinants(and(barriers(in(the(external(context( (Similarly'to'the'eQprocurement'case,'influential'factors'of'telework'are'not'so'different'from'the'influential'factors'of'innovations'that'do'not'require'the'use'of'ICTs.'Telework'rather'implies'a'deep' organizational' reshaping.' Technological' factors,' thus,' represent' basic' elements' to' allow'the'first'implementation'of'telework.'For'example,'overcoming'the'territorial'digital'divide'is'a'necessary' but' insufficient' condition' to( become( an( adopter.'Our! policy! recommendation! for! adopting! telework! is! to! strengthen! the! investments! in! ICT! infrastructures! (e.g.! broadband!connection)!and!to!eliminate!territorial!digital!divide.''Second,' legislative' factors' are' also' critical.' Differently' from' eQprocurement,' law' imposition' is'not'so'relevant' for' the'adoption'of' telework.'The' latter' is' implemented'through'decentralized'negotiations'between'employers'and'unions'at'the'organizational'level.'Yet,'the'legislation'has'to,'at'least,'allow'for'experimentation'with'this'practice.'Romania'is'the'only'country'analyzed'that' lacks'any' legislative' framework'for' telework'(the'EFAT4'has'not'been' implemented).'The'consequence'is'that'no'public'sector'organization'has'adopted'it.'Our!policy!recommendation! for! the! adoption! of! telework! is! to! implement! the! European- Framework- Agreement- on- Telework-(EFAT)-at!the!national!level!according!to!the!most!appropriate!regulatory!tools! (i.e.!national!legislation,!collective!agreement!or!softClaw!mechanisms).!This!implies!the! establishment! of! clear! rules,! rights! and! duties! for! employers,! employees! and! teleworkers.! Within! this! general! framework,! telework! relationships! can! be! then! arranged!in!autonomy!within!public!sector!organizations!at!the!local!level.!' 4 European Framework Agreement on Telework, cf. http://goo.gl/CyIsFq. European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))7 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !Third,'the'external'context'is'relevant'in'pushing'organizations'to'adopt'telework'because'of'the'needQbased'demands'of'society.'Responsive'organizations'want'to'meet'the'emerging'(personal,'environmental,' etc.)' needs' of' their' citizens.' The' survey'we' conducted' shows'how' this' is' also'connected' to' the' particular' geoQmorphological' contexts' in' which' organizations' operate.' For'example,' where' there' are' relevant' distances' between' homes' and' workplaces' (because' of'mountainous'territories,'densely'inhabited'cities,'etc.),'the'option'of'telework'is'more'urgently'perceived.'Our!policy! recommendation! for! adopting! telework! is! to!be! responsive! to! the! specific! emerging! needs!with! respect! to!work/life! balance! and! other! dailyClife! aspects.! These!may!vary!depending!on! the! territory! considered.!Organizations! can! then!discuss! the!most!appropriate!solution!in!light!of!employees’!particular!needs,!while!also!making! clear! arrangements! with! respect! to! the! time! that! has! to! be! spent! at! the! employers’! premises.''Last,' interQinstitutional' dynamics' (e.g.' topQdown' pressures' and' positive' imitation)' are'influential' for' upscaling' telework' in' the' case' of' followers,' late( adopters,' laggards' and' non> adopters.' In'the'Netherlands,'telework'is'largely'diffused'among'public'sector'organizations.'It'is'not'by'chance'that'positive'imitation'is'a'very'important'factor'in'this'national'context.'Our! policy!recommendation! for!upscaling!telework! is! to!disseminate!existent!best!practices! to! encourage! public! sector! organizations’! willingness! to! imitate! other! cases! and! to! publish!data!on!the!organizational!well!being!achievable!through!the!implementation!of! telework.'' Determinants(and(barriers(in(the(inner(context('The' inner'context' is'much'more' important' than'the'external'one' in'the'case'of' telework.'This'implies' that' local' governments' should' focus' more' on' organizational' issues' to' successfully'implement'telework.''First,' as' for' the' eQprocurement' case,' technological' factors' are' basic' enabling' conditions' for'implementation,' in'particular' for'non>adopters.'Such'actors'must'be'equipped'with'the'proper'ICT'skills'and'facilities'to'support'the'process'of'adoption.'The!implication!for!practitioners! in! the!adoption!of! telework! is!enhancing!the!quality!and!the!quantity!of! ICT!equipment! within!public!sector!organizations!and!investing!in!training!activities!for!improving!ICT! skills.!'Second,'bottomQup'initiatives'are'fundamental.'According'to'a'“grassroots'dynamic,”'committed'employees' generally' design' telework' projects' in' autonomy,' then' promoting' it' to' the' top'management,' who' have' to,' at' least,' allow' some' experimentation'with' it.' ' Top'management’s'decision'whether'to'consent'employees'to'telework'or'not'is'necessary,'of'course.'Their'support'is' a' key' facilitator.'The! implication! for! practitioners! in! the! adoption! of! telework! is! that! they! should! favor! the! spontaneous! emergence! of! “grassroots”! initiatives! among! employees!for!experimental!telework!and!providing!the!necessary!support!through!top! management’s!guidance.!' European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))8 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !Third,'the'bureaucratic'culture'is'a'critical'barrier'to'upscaling,'especially'(but'not'exclusively)'among'late(adopters'and'non>adopters.'This'attitude'regards'the'emphasis'on'processes'and'on'physical' presence' as' synonymous'with'productivity' and' is' related' to' the' absence' of' a' resultQoriented' managerial' style.' Knowledge' management' is' then' important' to' overcome' such'obstacles.'Attention'has'to'be'paid'to'training'activities'that'go'beyond'the'simple'improvement'of' ICT' skills:' teleworkers' also' have' to' be' capable' of' autonomously' managing' their' working'activities.' The' wide' diffusion' of' telework' in' organizations' requires' change' management' for'modifying' the' ways' of' thinking,' especially' among' top' managers.' The! implication! for! practitioners! in!upscaling! telework! is! that! they!will!need! to! invest! in! training!activities! (e.g.!coaching,!mentoring)!that!take!into!account!both!the!technical!aspects!in!the!use!of! telework!and!also!the!need!to!manage!work!activities!and!relationships!with!colleagues! autonomously.! !Connected' to' this,' the' ability' to' experiment' with' telework' projects' is' also' very' important.'Experimenting'with' telework' on' a' narrow' organizational' basis' through' pilot' projects' allows'managers' to' limit' the' consequences' and' to' generate' consensus' as' benefits' or' disadvantages'become'more'evident.!The!implication!for!practitioners!in!the!upscaling!of!telework!is!that! they!should!highlight!the!diffused!benefits!achievable!for!both!managers!and!employees! through!pilot!projects;!this!may!attenuate!their!perception!of!risk.' 5 8!Policy!recommendations!for!implementing!eCprocurement!and! telework!'In'very'general'terms,'the'adoption'of'eQprocurement'and'telework'(especially'by'late(adopters'and'non>adopters)'is'more'strongly'determined'by'factors'in'the'external'context.'Therefore,'the'first'adoption'mostly'requires'leverage'at'the'political'level,'rather'than'at'the'management'and'practitioner' levels.' Once' adopted,' the' challenge' is' to' scale' up' such' innovations.' This' heavily'relies' on' determinants' in' the' inner' context,' closer' to' practitioners' than' to' policyQmakers.'Indeed,' upscaling' requires' public' sector' actors' to' surpass' organizational' and' individual'resistance'through'instruments'that'can'deal'with'the'ICTQdriven'social'innovation'as'a'“humanQexecuted'processes”.'A'holistic' approach' that' takes' into' account' their' organizational' impacts,'and'not'just'technological'ones'is'necessary.'' Policy(recommendations(and(implications(for(practitioners(for(implementing(e>procurement( (To' summarize,' our' policy' recommendations' and' the' implications' of' our' research' for'practitioners'are'that'public'sector'organizations'should'try'to:''1. 'Strengthen' the' investments' in' ICT! infrastructures' (e.g.' broadband' connection)' for'eliminating'territorial'digital'divides.'2. Elaborate'policy!guidelines'for'harmonizing'national'and'regional'laws'with'the'proposals'adopted' by' the' European' Commission' in' December' 2011' (IP/11/1580)' on' public'procurement’s' modernization.' This' implies' fixing' the' following' obligations:' (a)' use' of'electronic' means' for' certain' phases' of' the' procurement' process,' notably' the' electronic' European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))9 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !notification' of' tender' opportunities' and' the' electronic' availability' of' tender' documents'(originally'expected'by'midQ2014);'(b)'use'of'electronic'means'of'communication'for'central'purchasing' bodies' (originally' expected' by' midQ2014);' (c)' use' of' electronic' means' of'communication' for'all' the'contracting'authorities'and'all' the'procurement'procedures' (by'midQ2016).' Moreover,' more' detailed' provisions' need' to' be' adopted' for' encouraging'interoperability'and'standardization'of'eQprocurement'processes.'3. Disseminate' best! practices' for' encouraging' public' sector' organizations’' willingness' to'imitate' other' cases;' and'publish! data' on' the' level' of' takeQup' of' eQprocurement' on' total'regional'procurement'for'promoting'“healthy'competition”.'4. Establish'autonomous!and!specialized!public!sector!organizations'for'the'centralization'of'regional'procurement'through'electronic'means.'5. Enhance'the'quality'and'the'quantity'of!ICT!equipment!within'public'sector'organizations'and'invest'in'training'activities'to'improve!ICT!skills.'6. Pay'attention'to'change!management!for'modifying'governance'traditions'and'employees’'preferences'in'the'use'of'eQprocurement.'7. Identify' a'pivotal! figure'who'acts' as' a' visionary! leader' and'who'generates' consensus'on''''eQprocurement,'emphasizing'the'benefits'achievable'in'daily'activities.'8. Invest' in' training! and! consulting! activities' that' take' into' account' both' the' technical'aspects' in' the' use' of' eQprocurement' platforms' and' the' organizational' implications' of'upscaling.'' Policy(recommendations(and(implications(for(practitioner(for(implementing(telework'''To'summarize,'our'policy'recommendations'and' the' implications'of'our'research'on' telework'for'practitioners'are'that'public'sector'organizations'should'try'to:''1. Strengthen' the' investments' in' ICT! infrastructures' (e.g.' broadband' connection)' for'eliminating'territorial'digital'divides.'2. Implement'the!European-Framework-Agreement-on-Telework-(EFAT)-at'the'national'level'according' to' the' most' appropriate' regulatory' tools' (i.e.' national' legislation,' collective'agreement'or'softQlaw'mechanisms).'This'implies'the'establishment'of'clear'rules,'rights'and'duties'for'employers,'employees'and'teleworkers.'Within'this'general'framework,'telework'relationships'can'then'be'arranged'more'autonomously'within'public'sector'organizations'at'the'local'level.'3. Respond'to'the'specific!emerging!needs!with'respect'to'work/life'balance'and'other'dailyQlife'aspects.'These'may'vary'depending'on'the'territory'considered.'Organizations'can'then'discuss' the' most' appropriate' solution' in' light' of' employees’' particular' needs,' while' also'making'clear'arrangements'with'respect'to'the'time'that'has'to'be'spent'at'the'employers’'premises.'4. Disseminate' the' existent' best! practices' to' encourage' public' sector' organizations’'willingness' to' imitate' other' cases;' and' publish' data' on' the' organizational! wellCbeing'achievable'through'the'implementation'of'telework.'5. Enhance'the'quality'and'the'quantity'of!ICT!equipment!within'public'sector'organizations'and'invest'in'training'activities'to'improve!ICT!skills.' European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))10 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! !6. Favor' the' spontaneous' emergence' of! “grassroots”! initiatives! among' employees' for' the'implementation' of' telework' experiments' and' provide' the' necessary' support' through' top'management’s'guidance.!7. Invest' in' training! activities' (e.g.' coaching,' mentoring)' that' take' into' account' both' the'technical'aspects' in' the'use'of' telework'tools'and'also' the'need'to'manage'work'activities'and'relationships'with'colleagues'autonomously.'8. Highlight' the' diffused' benefits' achievable' for' both'managers' and' employees' through' the' experimentation!of!pilot!projects,'which'may'limit'the'perception'of'risk.''In'conclusion,'the'adoption'and'upscaling'of'ICTQdriven'social'innovations'is'a'critical'challenge'for'the'present'and'future'European'society.'Further'developing'our'knowledge'in'this'field'is'crucial' in' both' theoretical' and' empirical' terms.' The' determinants' and' barriers' of' ICTQdriven'innovation'need'to'be'investigated'to'overcome'the'bias'of'innovation'as'a'“magic'solution”'and'to'eventually'take'meaningful'policy'and'managerial'decisions.'''''''''''''''''''''''''''''''' European)Policy)Brief)#)5))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))))11 ! Learning!from!Innovation!in!Public!Sector!Environments! ! ! ! 6 Project!identity!' Project-Name-Learning'from'Innovation'in'Public'Sector'Environments'(LIPSE)'' Coordinator- Prof.(Dr.(Victor(Bekkers,'Erasmus'University'Rotterdam,'Department'of'Public'Administration:'Rotterdam,'Netherlands,'bekkers@fsw.eur.nl'' Consortium- ! Bocconi'University'(Italy)' ! Catholic'University'Leuven'(Belgium)' ! Ecole'Nationale'd’Administration'(France)' ! Erasmus'University'Rotterdam'(The'Netherlands)' ! ESADE'(Spain)' ! Hertie'School'of'Governance'(Germany)' ! Matej'Bel'University'(Slovakia)' ! National'School'of'Political'Studies'and'Public'Administration'(Romania)' ! Radboud'University'Nijmegen'(The'Netherlands)' ! Tallinn'University'of'Technology'(Estonia)' ! The'University'of'Edinburgh'(The'United'Kingdom)' ! University'Roskilde'(Denmark)'' Funding-Scheme-LIPSE'is'funded'as'a'Small'or'MediumQScale'Focused'Research'Project'by'the'European'Union’s'Seventh'Framework'Programme'under'grant'agreement'No.'320090,'SocioQeconomic'Sciences'&'Humanities.'' Duration-February'2013'–'June'2014'(42'months)'' Budget-EU'contribution:'€'2.5'Million'' Website-www.lipse.org'' For-more-information-about-WorkDPackage-5-Prof.'Greta'Nasi'(Bocconi'University)'greta.nasi@unibocconi.it'