Public organisations have strived to initiate and consolidate innovation by reforming their structures, processes, and outcomes. Despite their numerous attempts, successful innovation has not been achieved in every organisation in the public sector. Analysing survey data acquired from the Korean government, we find that a leader's support for innovative action, and the development of a self-learning organisation that discarded old-fashioned customs, was key to change in government organisations. Leadership is required to promote strategic planning and performance tools for innovation, with both forms of management system likely to depend on a leader's decision. The concerns, emphasis, and support of a leader are embodied by the strategic plan and implemented using performance tools to motivate organisational members. Thus, we argue that, without supportive leadership, it is extremely difficult to establish a culture of innovation that can lead to product innovation; management and evaluation efforts may not be essential to an increase in government innovation. Ultimately, we address the innovation dilemmas that many public organisations encounter in the course of organisational development. We suggest that a performance evaluation programme that requires immediate success can eventually limit sustainable innovation in the long term, even if innovation performance improves in the short term.

中文翻译：

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建立创新文化：机构领导和管理系统如何促进政府内部的创新活动？

公共组织通过改革其结构、流程和成果，努力发起和巩固创新。尽管进行了无数次尝试，但并非在公共部门的每个组织中都实现了成功的创新。分析从韩国政府获得的调查数据，我们发现领导者对创新行动的支持，以及摒弃老式习俗的自学组织的发展，是政府组织变革的关键。领导力需要促进创新的战略规划和绩效工具，两种形式的管理系统都可能取决于领导者的决定。领导者的关注、重点和支持体现在战略计划中，并使用绩效工具来激励组织成员。因此，我们认为，没有支持性的领导，就极难建立能够导致产品创新的创新文化；管理和评估工作对于增加政府创新可能不是必不可少的。最终，我们解决了许多公共组织在组织发展过程中遇到的创新困境。我们建议，即使创新绩效在短期内有所改善，要求立即成功的绩效评估计划最终会限制长期的可持续创新。我们解决了许多公共组织在组织发展过程中遇到的创新困境。我们建议，即使创新绩效在短期内有所改善，要求立即成功的绩效评估计划最终会限制长期的可持续创新。我们解决了许多公共组织在组织发展过程中遇到的创新困境。我们建议，即使创新绩效在短期内有所改善，要求立即成功的绩效评估计划最终会限制长期的可持续创新。