Managerial Innovation in the Service of Public Performance in Guinea: Towards an Agile Governance Model Based on Dynamic Capabilities and Public Value Creation

Abstract

In Guinea’s public sector, where bureaucratic rigidity, decision centralization, uneven administrative capacities and digital infrastructure gaps remain salient, managerial innovation cannot be reduced to a purely instrumental modernization agenda. This paper develops a rigorous theoretical and contextual argument showing that public performance depends on specific organizational conditions through which agility becomes a strategic capability in the sense of dynamic capabilities. Drawing on (i) Teece’s dynamic capabilities to conceptualize agility as sensing, seizing and transforming, (ii) Public Value Management (PVM) to redefine performance in terms of public value creation and citizen legitimacy, and (iii) Damanpour’s approach to administrative innovation as a paradigmatic break, the paper proposes an integrative model of “public value-oriented agile governance” for Guinean public administrations. The model is illustrated through the Ministry of Higher Education, Scientific Research and Innovation (MESRSI), focusing on public procurement processes, where a comparative table identifies the mechanisms through which micro-agility devices (portfolio steering, learning loops, digital transparency and ecosystem coordination) can reduce transaction costs, enhance accountability and improve effectiveness. Finally, the model is explicitly connected to the Simandou 2040 Vision as a 15-year strategic window of state transformation supported by investment waves and reforms.

JEL Classification: G21, G28, O16, D22

Paper type: Theorical Analysis