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Strategic and problem-driven organisational innovation

In the economic environment of rising disability insurance cost and volume that existed in the Netherlands during the 1990s, a corporatist network of organisations discussed disability benefit and administration reform. It is striking to observe that in the process of disability benefit reform the organisational network quickly and consensually reacted to the strains its economic environment generated by innovating their policy goals, while in the process of administrative reform no common solution was reached during the 1990s. This, however, does not imply that organisations in the network did not innovate in the administrative reform process. On the contrary, labour and employers' organisations on the one hand and state and political parties on the other, showed organisational intelligence, not by reacting to their shared economic environment, but by reacting at each other. In my contribution to the network meeting I would like to show how and why organisations in disability benefit reform adopted new policy goals, while in administrative reform they merely adopted new organisational strategies.