Lorraine Johnston is an associate professor at the Newcastle Business School, Northumbria University, UK.John Fenwick is an emeritus professor at the Newcastle Business School, Northumbria University, UK.

“Johnston and Fenwick have produced an innovative and impressive work on public sector innovation. “Crafted” would perhaps be a better word than “produced”, in that the work is ambitious and scholarly. It is also well written, being clear and concise, eschewing jargon, even when addressing complex issues. The book places innovation into its proper context; theory, history, dynamics, institutions, and barriers to innovation. It also explores the contemporary understanding of these things in terms of equality, inclusion, sustainability, and possible harms as a result of innovation since in drawing on the work of Hartley, the authors point out in order to innovate, organisations must change something and not all change is always good. Johnston and Fenwick draw on a range of theories and compare and contrast different levels of public sector innovation from a wide range of countries; an impressive piece of work of relevance to a range of disciplines.”Andrew Massey, Professor Emeritus of Government, King’s College, London, UK

• 1. Introduction to Public Sector Innovation 2. Risks and Barriers to Innovation 3. Urban Leadership for Relational Public Sector Innovation: People make places! 4. Good Governance, Public Sector Innovation, and the Devolved Leadership of Metro Mayors 5. Innovation and Collaboration 6. Rethinking Local Public Sector Innovation: Relational and Human‑Centred Approaches for Complex Place‑Based Challenges 7. The Darker Side of Innovation 8. Conclusions

Lorraine Johnston is an associate professor at the Newcastle Business School, Northumbria University, UK.John Fenwick is an emeritus professor at the Newcastle Business School, Northumbria University, UK.

“Johnston and Fenwick have produced an innovative and impressive work on public sector innovation. “Crafted” would perhaps be a better word than “produced”, in that the work is ambitious and scholarly. It is also well written, being clear and concise, eschewing jargon, even when addressing complex issues. The book places innovation into its proper context; theory, history, dynamics, institutions, and barriers to innovation. It also explores the contemporary understanding of these things in terms of equality, inclusion, sustainability, and possible harms as a result of innovation since in drawing on the work of Hartley, the authors point out in order to innovate, organisations must change something and not all change is always good. Johnston and Fenwick draw on a range of theories and compare and contrast different levels of public sector innovation from a wide range of countries; an impressive piece of work of relevance to a range of disciplines.”Andrew Massey, Professor Emeritus of Government, King’s College, London, UK

• 1. Introduction to Public Sector Innovation 2. Risks and Barriers to Innovation 3. Urban Leadership for Relational Public Sector Innovation: People make places! 4. Good Governance, Public Sector Innovation, and the Devolved Leadership of Metro Mayors 5. Innovation and Collaboration 6. Rethinking Local Public Sector Innovation: Relational and Human‑Centred Approaches for Complex Place‑Based Challenges 7. The Darker Side of Innovation 8. Conclusions

Lorraine Johnston is an associate professor at the Newcastle Business School, Northumbria University, UK.John Fenwick is an emeritus professor at the Newcastle Business School, Northumbria University, UK.

“Johnston and Fenwick have produced an innovative and impressive work on public sector innovation. “Crafted” would perhaps be a better word than “produced”, in that the work is ambitious and scholarly. It is also well written, being clear and concise, eschewing jargon, even when addressing complex issues. The book places innovation into its proper context; theory, history, dynamics, institutions, and barriers to innovation. It also explores the contemporary understanding of these things in terms of equality, inclusion, sustainability, and possible harms as a result of innovation since in drawing on the work of Hartley, the authors point out in order to innovate, organisations must change something and not all change is always good. Johnston and Fenwick draw on a range of theories and compare and contrast different levels of public sector innovation from a wide range of countries; an impressive piece of work of relevance to a range of disciplines.”Andrew Massey, Professor Emeritus of Government, King’s College, London, UK

• 1. Introduction to Public Sector Innovation 2. Risks and Barriers to Innovation 3. Urban Leadership for Relational Public Sector Innovation: People make places! 4. Good Governance, Public Sector Innovation, and the Devolved Leadership of Metro Mayors 5. Innovation and Collaboration 6. Rethinking Local Public Sector Innovation: Relational and Human‑Centred Approaches for Complex Place‑Based Challenges 7. The Darker Side of Innovation 8. Conclusions