Background. It is essential to develop methodology for the collection of innovation data in the public sector. It pertains also to monitoring the outputs and outcomes of managerial innovations. As the methodology must be sensitive for public subsector specificity, this paper is focused only on public cultural institutions.
Research aims. The aim of this paper is to find a conceptual framework of effectiveness which might be used for monitoring the outcomes of managerial innovation implemented in public cultural institutions, and investigate to what extent such outcomes, perceived by their managers, are coherent with the chosen framework of effectiveness.
Method. The search for an appropriate framework of effectiveness was based on a scientific literature review. Exploration of actual managerial innovation results was based on an in-depth and partially standardized interview with ten managers directly engaged in the implementation process of innovation.
Key findings. Among several conceptual frameworks of effectiveness accountability-based effectiveness has been recognized as the most adequate to underlie investigating managerial innovation outcomes in public cultural institutions. The managerial innovation outcomes perceived by the interviewed managers embraced three dimensions of accountability-based effectiveness. This is accountability for self-development of the institution; development of institution’s staff; and acting on the sake of the audience (customers) and local community. Many other dimensions were omitted.

Background. It is essential to develop methodology for the collection of innovation data in the public sector. It pertains also to monitoring the outputs and outcomes of managerial innovations. As the methodology must be sensitive for public subsector specificity, this paper is focused only on public cultural institutions.
Research aims. The aim of this paper is to find a conceptual framework of effectiveness which might be used for monitoring the outcomes of managerial innovation implemented in public cultural institutions, and investigate to what extent such outcomes, perceived by their managers, are coherent with the chosen framework of effectiveness.
Method. The search for an appropriate framework of effectiveness was based on a scientific literature review. Exploration of actual managerial innovation results was based on an in-depth and partially standardized interview with ten managers directly engaged in the implementation process of innovation.
Key findings. Among several conceptual frameworks of effectiveness accountability-based effectiveness has been recognized as the most adequate to underlie investigating managerial innovation outcomes in public cultural institutions. The managerial innovation outcomes perceived by the interviewed managers embraced three dimensions of accountability-based effectiveness. This is accountability for self-development of the institution; development of institution’s staff; and acting on the sake of the audience (customers) and local community. Many other dimensions were omitted.