A Proposal for a Standard With Innovation Management System

Isabel Ferreira and Luís Alfredo Amaral
Figure 4: Public value dynamics and the technology as endogenous factor
It is understood that the lack of an integrated and transversal vision, according to Figure 4, on the
other hand, one of the potentialities of public procurement found in literature, while an instrument of
innovation and territorial development, in economic and social terms. A lever instrument of the
innovation policy, namely technological, and sustainability policy.
The majority of the investments in the public eProcurement must be carried out at the national or
regional level, according to the specific needs and the available resources. Therefore, the transition to
a new European Union policy, in terms of public contracts, must be a bottom-up approach and in a in
a decentralized manner, aligned with EU guidelines (European Commission, 2010).Bof and Previtali
(2010), in a study involving national models of public eProcurement, showed a centralizing trend, by
governments, in the adoption of technological solutions of public procurement, in most Member
States. The case studies focus on the strategies made by governments at a central level, with options
varying between the public model and the private model (Oliveira and Amorim, 2001).
When one observes the Portuguese reality, one registers, thus, a clear trend in terms of public
eProcurement. There are no solutions at the regional and municipal level, for example, in terms of
development of shared initiatives and in line with the aim of enhancing the opportunities expressed in
the PPC, although the potentialities which may arise within the field of the intermunicipal communities
In this context, at the level of local administration, opportunities for redefining shared services whose
outcomes will contribute to local territories’ development and social and economic welfare are
wasted(Uyarra, 2010). One considers, therefore, opportune and fundamental a local governance
network for strategic decision-making which aim the promotion of the territory, without this implying to
privilege only the local suppliers, in the pursuit of creating business opportunities. What is at stake
here is: (i) the definition of common strategies that aim to define public value; (ii) strategic acquisition
by public bodies that will enhance the in ovation in the provision of the respective services (Uyarra,
2010); (iii) shared services design, namely, at the level of purchasing centres. This local governance
network finds room at the level of what is expected from the Intermunicipal Communities acting.
The transformation of public governments, entities and bodies, using the potential of ICT, is in the
services design which will result from a co-creation process and aim the transparency, the
collaboration and the participation, as was stated by Barry Libert, in the communication presented in
the event “Portugal 2.0”,organised in November 2010, at Lisbon. Vasconcelos in the audio
conferencing of INA - National Administration Institute Communities about “Public Administration of
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