Lyndsay Rashman

TL;DR: In this article, a systematic review of the literature on organizational learning and knowledge with relevance to public service organizations is presented, and a dynamic model of organizational learning within and across organizational boundaries is developed that depends on four sets of factors: features of the source organization, features of a recipient organization, characteristics of the relationship between organizations, and the environmental context.

TL;DR: The Beacon Council Scheme as discussed by the authors is based on the assumption that the organizational preconditions exist which will facilitate learning, and through its application to practice, improve service delivery, and the presumed and possible conditions which facilitate or impede interorganizational learning and service improvement through the scheme.

TL;DR: In this article, the Beacon Council Scheme has many achievements to celebrate and its progress depends on the generic need in public service change to develop an holistic framework which embraces all forms of learning, improvement, innovation and change so that sustainable long-term value can be gained for all stakeholders.

TL;DR: In this article, the authors examine links between innovation and interorganizational learning in the context of public service reform, and draw on longitudinal analysis to find the connections between the two domains.

TL;DR: The authors examines the English Beacon Council Scheme, established by central government to reward excellence in service delivery and to disseminate good practice across local government, using data from a national survey (N =?314) and seventy-two interviews from twelve case studies.