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Introduction

  • Fabian E. Diefenbach

Abstract

Public sector organizations, government-owned and government- funded organizations (Rainey, 2009, p. 80; Section 3.1.1), form an important part of our society. This is evident from the facts that government provides one in seven jobs and its expenditures range from 30% to 55% of GDP in the OECD countries (OECD, 2009, pp. 52–67) – over and above the public social functions. Organizations in this sector, like many other organizations, face the challenge to act in changing environments with increasingly high expectations (Schedler & Proeller, 2003, pp. 26–31). Peter Drucker (1985, p. 177) is not the only one to issue a call for entrepreneurship in order to address these challenges. Similar requests have been voiced in different contexts and cultures in the past decades (Bellone & Goerl, 1992; Currie, Humphreys, Ucbasaran, & McManus, 2008; Lewis, 1980; Meynhardt & Metelmann, 2009; Morris & Jones, 1999; Osborne & Gaebler, 1992).

Keywords

Public Sector Entrepreneurial Orientation Middle Manager Research Stream Corporate Entrepreneurship 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Gabler Verlag | Springer Fachmedien Wiesbaden GmbH 2011

Authors and Affiliations

  • Fabian E. Diefenbach

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