The chapter makes two arguments. First, the work done in public institutions is meaningful to employees simply because of the organization's publicness. In democracies, governments and public institutions are entrusted to make rules, provide public goods, and oversee common-pool resources. The chapter suggests that workers in public organizations find their jobs to be socially valuable and are motivated by the impact of their daily activities on society at large. The second argument advanced by the chapter is that public organizations can use a number of tools to leverage the meaningfulness of public work. Organizations can design work that creates direct contact between public employees and beneficiaries or alternatively use self-administered interventions to connect employees to beneficiaries. Job crafting is then discussed as a means to improve the meaningfulness of public sector work, and several considerations for public sector job crafting are discussed. The chapter concludes with a discussion of career counseling as a tool for helping public workers fulfill their perceived calling.

This chapter attempts to trace and connect the current economic structure, patterns of trade and the significance of the informal sector in Ghana and Tanzania to socio-economic and historical factors. The chapter then compares and contrasts both countries based on key economic indicators, arguing that colonization and the economic recovery programme (ERP) and the structural adjustment programme (SAP) are the two main factors that have defined the economic structures in both economies.

Both the knowledge and technology diffusion literature largely focus on adoption and adaptation at country and firm levels. The literature on how knowledge and technology are transferred, adopted and adapted at the level of the individual remains under-researched. Based on a unique employees and managers MNE in Ghana in 2015 and using social network analysis, this chapter examines the transfer of knowledge at the individual level and presents new evidence on the role of managerial knowledge diffusion from MNEs to host countries. Our results indicate that knowledge flows occurs from MNEs to local people. We, however, found that foreign knowledge transfer, particularly from Chinese MNEs and EU MNEs, is similar. The results also suggest that firm network structures influence knowledge transfer within firms, with the more decentralized MNEs and local workers in Chinese MNEs tending to perform better. In terms of policy recommendation, the chapter suggests that trade policies must focus on the stimulation of FDI inflows through MNEs that have decentralized subsidiary structure as they tend to serve as a better conduit for knowledge transfer to local employees

The chapter adds to the discussion from chapter two by analyzing the roles of leaders and their ability to unleash the power of public service. The theoretical foundation for the role of leaders as visionaries and architects is examined and is complemented by a discussion of relevant empirical research. The chapter then follows two general paths to enhancing pubic service motivation through leadership. First, leaders should clearly articulate mission and vision, strengthening employee mission valence and helping them to achieve their aspirations. Further, leaders should develop leadership styles that inspire followers. Leadership styles should be authentic, but leaders can also develop their personal capacities to embrace optimal leadership strategies. Incorporating the principles of servant leadership by putting followers first and developing charisma are discussed as ways to build means-ends awareness. Leadership styles should be based around effective communication – communication that acknowledges the worth and collective efficacy of followers.

Several developing countries have formulated and implemented Science, Technology and Innovation (STI) policies. However, little remains known about the Science, Technology and Innovation space and the role STI policiesplay in enhancing innovation activitiesin developing countries. This chapter analyses the Science, Technology and Innovation policy space, and presents anunderstanding of their current status and impactsin Ghana and Tanzania. Based on two waves of survey data collected in 2013 and 2015 on formal firms and informal firms in Ghana and Tanzania, our findings suggest that while firms affirm the importance of STI policies, these policies are often poorly planned and implemented poorly. The existence of market and system failures are also found to constraint interactions and the performance of actors in each country's innovation system. The chapter therefore calls for government intervention to enhance the working of the national innovation systems.

The chapter introduces core concepts to be explored throughout the book. The chapter begins by discussing the recent growth in public service motivation research and growth in related intellectual capital. In addition to a growth in research, more practical applications for examining public service values and motivations have emerged. The chapter subsequently addresses the continuing pressure being placed on traditional service systems. In the face of warnings about long-term mismanagement of human capital, governments around the world are under pressure. The chapter then outlines factors that tend to allow civil service systems to persist. Operating rules, which have rational origins as solutions to perceived problems, sensitize actors to values. The evolution of motivation is then discussed, with special attention towards New Public Management, contracting out, agentification, and high-powered incentives. Public service motivation is then proposed to be a foundation for reform. A comprehensive, coherent, evidence-based argument is outlined. The chapter concludes with a description of the organization of the book.