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Institutional Entrepreneurship in Defence Acquisition: What Don't We Understand?

Institutional Entrepreneurship in Defence Acquisition: What Don't We Understand?

Derek McAvoy
Copyright: © 2017 |Pages: 20
ISBN13: 9781522505990|ISBN10: 1522505997|EISBN13: 9781522506003
DOI: 10.4018/978-1-5225-0599-0.ch013
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MLA

McAvoy, Derek. "Institutional Entrepreneurship in Defence Acquisition: What Don't We Understand?." Emerging Strategies in Defense Acquisitions and Military Procurement, edited by Kevin Burgess and Peter Antill, IGI Global, 2017, pp. 222-241. https://doi.org/10.4018/978-1-5225-0599-0.ch013

APA

McAvoy, D. (2017). Institutional Entrepreneurship in Defence Acquisition: What Don't We Understand?. In K. Burgess & P. Antill (Eds.), Emerging Strategies in Defense Acquisitions and Military Procurement (pp. 222-241). IGI Global. https://doi.org/10.4018/978-1-5225-0599-0.ch013

Chicago

McAvoy, Derek. "Institutional Entrepreneurship in Defence Acquisition: What Don't We Understand?." In Emerging Strategies in Defense Acquisitions and Military Procurement, edited by Kevin Burgess and Peter Antill, 222-241. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-0599-0.ch013

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Abstract

One of the most common arguments used to justify the outsourcing of defence activities is that the private sector is more innovative than the public sector. New Public Management has been widely promoted as the most effective means by which the public sector can engage with markets and gain access to the greater entrepreneurial capabilities offered by the private sector. However, a major obstacle to generating the improvements sought by having greater access to entrepreneurial businesses is bound up in the inherent tensions generated by divergent institutional logics. Government departments are motivated to move towards stasis while the entrepreneurial market spirit ideally embraces institutional change. This chapter examines the challenges faced by defence acquisition in changing these potentially opposing institutional logics before concluding with suggestions on how to progress an applied research agenda for defence acquisition in order to make better use of entrepreneurial capabilities.

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