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The increasing demands of efficiency and effectiveness in the public sector encourage political leaders and policy makers to adopt and apply advanced techniques and solutions to overcome flaws in public organizational performance. Entrepreneurship was introduced in several Western countries as a way to improve their processes and management through adopting private sector management principles and market-oriented techniques. In 2015, Saudi Arabia announced its 2030 vision, which introduced hundreds of innovative and creative initiatives aiming to overcome issues of the turbulent environment, future oil depletion, budgetary pressures, and public demands for efficiency and effectiveness. Building on interdisciplinary perspectives, this study investigates entrepreneurial orientation among Saudi public employees from all administrative regions across the country. Building on McClelland's theory of motivation, this study hypothesizes that the motives of need for achievement, need for affiliation, and need for power are positively associated with entrepreneurial behavior. It also hypothesizes that excessive organizational hierarchy, formalization, and lack of autonomy constrain employees' entrepreneurial activities. Moreover, this study adopts a sociological perspective in proposing solutions for facilitating entrepreneurial orientation among public employees by hypothesizing that human and social capital promote an entrepreneurial orientation. Multiple regression analysis reveals that Saudi public employees with a higher level of need for achievement and need for power tend to be more entrepreneurial, while need for affiliation fails to predict entrepreneurial orientation. Furthermore, the findings suggest that a high level of hierarchy and formalization in public organizations is negatively associated to entrepreneurial orientation, while a high level of autonomy is positively associated with entrepreneurial orientation. Finally, the study finds that employees with a high level of breadth and depth of experience (human capital) are more likely to be entrepreneurial, while a high level of bonding social capital and bridging social capital promote a negative and a positive entrepreneurial orientation, respectively.

Decentralisation, meaning the delegation of responsibilities from central to lower government levels is generally assumed to improve the delivery of local public services. The theoretical assumption is that local authorities are encouraged by decentralisation to behave in a more accountable and entrepreneurial fashion. At the same time, accountability and (public) entrepreneurship are distinct concepts and may even be considered to involve conflicting behaviours. Therefore, decentralisation outcomes may vary depending on which behavioural pattern predominates. Previous research has focused on using large data sets to examine the impact of decentralisation on outcomes such as economic growth, disparities, poverty reduction and government performance. But there is also a need to better understand how decentralisation, and specifically fiscal decentralisation, may promote accountability and public entrepreneurship in specific settings. To contribute to closing this gap, this dissertation examines both fiscal decentralisation policies and contemporaneous changes in political arrangements. It identifies the incentives these changes create for Mexican local authorities to behave in more accountable and entrepreneurial ways and which may lead to differences in government performance. The study focuses on rural municipalities where achieving the predicted decentralisation outcomes is highly challenging. A mixed methods research design was used with two phases. In the first stage, the relationship between fiscal decentralization and changes in government accountability and entrepreneurship was investigated through statistical analysis based on fixed effects estimation using a sample of 505 rural municipalities. For that purpose a longitudinal dataset was developed, comprising municipal level information between the years 1990 and 2009, including indices for accountability and public entrepreneurship. Phase two involves multiple case studies of individual municipalities that were selected based on performance. The empirical evidence suggests that decentralisation policy has tended to work against accountability but has increased entrepreneurial behaviour in rural municipalities, highlighting the potential tension between the two. The extent to which these effects occur seems to depend on the particular fiscal arrangement. In addition, political competition seems to reinforce accountability and has an impact in entrepreneurship in a different way to the effects expected theoretically, though the effects are not as strong as with fiscal decentralisation. This study advances the public entrepreneurship literature and expands the understanding of fiscal decentralisation. Additionally, it provides suggestions for which policy arrangements are likely to promote accountability and entrepreneurial actions by public authorities.

Background: The public sector like all other sectors of the economy has been influenced by digitalization. Governments and policy makers are forced to rethink their operational models and business logics. Digitalization offers organizations new ways of creating, delivering and capturing values at the same time new relationships are ensured. However, to leverage these opportunities and to avoid being stagnant, organizations need to rethink their strategies and adapt their operations to suit the digital technologies. Purpose: This paper aims to understand the digitalization impact on the public organizations’ business models and managing the impact. The identified limited empirics in this context informed the purpose of this study. Design/methodology/approach: This study was designed as exploratory with a case study carried out. In total four semi-structured interviews were conducted with representatives of a municipality. A combined data and concept driven strategies were used to analyse the data collected to identify how digitalization impact the way the municipality create, deliver and capture value and subsequently how they innovate their business model to adopt to digitalization Findings: The findings revealed that digitalization is relevant to the municipality and impacts the majority of the business model components of the municipality. Thus, it was identified the municipality engaged in business model innovation to be able to adapt. The strategic agility meta-capabilities appeared to be relevant in managing the changes to the business model components.

Museums in Sweden are found to be more and more mission-laden, as they gradually evolve from a custodian role to a visitor-focused socio-cultural institution. In their efforts to live up to their newly acquired role, more and more museums are prompted to inject entrepreneurial mindset and practices into their activity, leading to a nascent interest from the academic field in the possibility offered by entrepreneurship in the context of museums. We identify museums as a unique context motivated by the values and desires of the museum workers, whilst arguing that research on museum entrepreneurship has so far neglected the social aspect of these museum workers. Instead, the popular discourse has generally favored functionalism and positivism. As such, we propose to explore and potentialize an alternative view of entrepreneurship in museums that places the people, along with their values and desires, at its core. To that end, we conduct a case study with the Naval Museum, a governmental museum located in Karlskrona, Sweden. Through an iterative abductive approach inspired by grounded theory method, we shed light on several potentials and phenomena emerging from a combination of the museum workers’ values and the unique context of the Naval Museum. After performing a metamorphosis analysis inspired by Weiskopf and Steyaert, we give birth to child-museum-entrepreneurship, a concept unburdened of preconceptions. We then infuse it with Hjorth’s public entrepreneurship theory and discover a new form of becoming of museum entrepreneurship, potentializing its existence and power of re-creation and opening the door towards a human-centered museum entrepreneurship.