Figure 2
A figure is divided into three vertical sections labeled from left to right as “1st order constructs,” “2nd order themes (Axial coding),” and “Aggregate dimensions.” The “1st order constructs,” and “2nd order themes (Axial coding),” have six rows, with rectangular text boxes in each column connected by arrows. The first three boxes in the “2nd order themes” are enclosed in a larger vertical box, and the last three boxes are enclosed in another large box arranged vertically below the first larger box. “Aggregate dimensions” has five vertically arranged boxes. The first box under “1st order constructs” has the following bullet points “Political pressure but not active guidance,” “Political initiation,” “Lack of commitment,” “Adopting ways of organizing from private sector,” “Funding provision,” “Providing access to tool.” A right-pointing arrow connects to the first box under “2nd order themes” labeled “Innovation orchestration: Environment.” Two individual rightward arrows point to the first and fifth boxes in the “Aggregate dimensions” labeled “Vertical orchestration: While the inclusion of top managers is important for P S I, these managers may also hinder innovativeness,” and “Means-end logic: While P S I aims to create value for the public as its outcome, the public culture orients the process to resources rather than value,” respectively. The second box under “1st order constructs” has the following bullet points: “Obtaining funding,” “Organizing with projects,” “Hiring orchestrators,” “Culture of risk aversion,” “Few projects becoming implemented,” “Bottom-up organizing,” “Linear approach adopted from private sector,” and “Handing over to unit without involvement of orchestrator.” A right-pointing arrow connects to the second box under “2nd order themes” labeled “Innovation orchestration: Organization.” Two individual rightward arrows point to the first and second boxes in the “Aggregate dimensions” labeled “Vertical orchestration: While the inclusion of top managers is important for P S I, these managers may also hinder innovativeness” and “Orchestrated implementation: For implementation to occur, orchestrators would need to be part of this phase, while such inclusion hinders them from operating beyond boundaries in P S I,” respectively. The third box under “1st order constructs” has the following bullet points: “Limited knowledge on innovation also affecting implementation,” “Better doing nothing than doing wrong attitude,” “Need for top management support,” and “Frustration with tools and method emerged over time.” A right-pointing arrow connects to the third box under “2nd order themes” labeled “Innovation orchestration: Individual.” Two individual rightward arrows point to the first and third boxes in the “Aggregate dimensions” labeled “Vertical orchestration: While the inclusion of top managers is important for PSI, these managers may also hinder innovativeness” and “Integrated development: Organizing away from the daily activities of units fostered inventions, while hindering the implementation of ideas, thereby simultaneously enabling and disabling P S I.” The fourth box under “1st order constructs” has the following bullet points: “Challenge to involve customers and other stakeholders in process,” “Need for commitment and formal authority affecting implementation,” and “Four-year cycle of elections affecting implementation.” A right-pointing arrow connects to the fourth box under “2nd order themes” labeled “Relational orchestration: Environment.” Two individual rightward arrows point to the fifth and sixth boxes in the “Aggregate dimensions” labeled “Non-collaborative integration across stakeholders: While PSI includes a great variety of stakeholders, the collaboration efforts are not at central stage for the process, but rather possibly become process outcomes” and “Means-end logic: While PSI aims to create value for the public as its outcome, the public culture orients the process to resources rather than value,” respectively. The fifth box under “1st order constructs” has the following bullet points: “Deciding when and how orchestrators should partake,” “Decision on collaboration across organizational borders,” “Orchestrator to facilitate collaboration,” “Innovation to happen outside the hierarchical organizations,” and “Collaboration limited as process based on culture of risk aversion.” A right-pointing arrow connects to the fifth box under “2nd order themes” labeled “Relational orchestration: Organization.” Two individual rightward arrows point to the second and fourth box in the “Aggregate dimensions” labeled “Orchestrated implementation: For implementation to occur, orchestrators would need to be part of this phase, while such inclusion hinders them from operating beyond boundaries in P S I” and “Non-collaborative integration across stakeholders: While P S I includes a great variety of stakeholders, the collaboration efforts are not at central stage for the process, but rather possibly become process outcomes.” The sixth box under “1st order constructs” has the following bullet points: “Need for top management support,” and “Focus on budgets rather than building values.” A right-pointing arrow connects to the sixth box under “2nd order themes” labeled “Relational orchestration: Individual.” A rightward arrow points to the third box in the “Integrated development: Organizing away from the daily activities of units fostered inventions, while hindering the implementation of ideas, thereby simultaneously enabling and disabling P S I”.Coding structure. Source: Authors’ own work