Public Management Reform. A Comparative Analysis

This article presents a systematic review of 122 articles and books (1987–2013) of co-creation/co-production with citizens in public innovation It analyses (a) the objectives of co-creation and co-production, (b) its influential factors and (c) the outcomes of co-creation and co-production processes It shows that most studies focus on the identification of influential factors, while hardly any attention is paid to the outcomes Future studies could focus on outcomes of co-creation/co-production processes Furthermore, more quantitative studies are welcome, given the qualitative, case study, dominance in the field We conclude with a research agenda to tackle methodological, theoretical and empirical lacunas

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A Systematic Review of Co-Creation and Co-Production: Embarking on the social innovation journey

This article presents a review of the book “Organizations: Rational, Natural and Open Systems,” by W.R. Scott.

Organizations: Rational, Natural and Open Systems

This article argues that current public management theory is not fit for purpose—if it ever has been. It argues that it contains two fatal flaws—it focuses on intraorganizational processes at a time when the reality of public services delivery is interorganizational, and it draws upon management theory derived from the experience of the manufacturing sector and which ignores the reality of public services as “services.” The article subsequently argues for a “public service dominant” approach. This not only more accurately reflects the reality of contemporary public management but also draws upon a body of substantive service-dominant theory that is more relevant to public management than the previous manufacturing focus. We argue that this approach makes an innovative contribution to public management theory in the era of the New Public Governance. The article concludes by exploring the implications of this approach in four domains of public management and by setting a research agenda for a public-service...

A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach:

Co-production is currently one of cornerstones of public policy reform across the globe. Inter alia, it is articulated as a valuable route to public service reform and to the planning and delivery of effective public services, a response to the democratic deficit and a route to active citizenship and active communities, and as a means by which to lever in additional resources to public service delivery. Despite these varied roles, co-production is actually poorly formulated and has become one of a series of ‘woolly-words’ in public policy. This paper presents a conceptualization of co-production that is theoretically rooted in both public management and service management theory. It argues that this is a robust starting point for the evolution of new research and knowledge about co-production and for the development of evidence-based public policymaking and implementation.

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Co-production and the co-creation of value in public services: A suitable case for treatment?

We propose an important theoretical development for our understanding of the co-production of public services. It combines the insights from both public administration and services management theory to produce a novel typology of co-production. This clarifies its role at the operational and strategic levels, as well as its potential for transformational change in public services. Understanding co-production in this way provides a basis through which to explore a whole range of dimensions of co-production that were previously undifferentiated.

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It takes Two to Tango? Understanding the Co-production of Public Services by Integrating the Services Management and Public Administration Perspectives

This paper presents an empirical study of asylum seekers in Glasgow and their capacity to co-produce the public services they use. It is divided into three parts. The first briefly examines the theory of co-production, revisiting a conceptual framework for co-production developed through the integration of the public administration and services management literatures (Osborne and Strokosch, 2013). Second, the paper examines the capacity of asylum seekers in Scotland to co-produce, considering their position as a marginalised group in society which significantly challenges many of the assertions about the nature of co-production. Finally, the paper discusses the implications of this new evidence for our understanding of the links between public services consumption and citizenship, asking two fundamental questions: can asylum seekers, as non-citizens, co-produce the public services they receive and, if so, what forms does co-production take; and what are the implications of this for social inclusion and citizenship?

https://www.cambridge.org/core/services/aop-cambridge-core/content/view/3DB38105BF9DA81D334D35A691B5AB3C/S0047279416000258a.pdf/div-class-title-asylum-seekers-and-the-co-production-of-public-services-understanding-the-implications-for-social-inclusion-and-citizenship-div.pdf

Asylum seekers and the co-production of public services: Understanding the implications for social inclusion and citizenship

This conceptual article explores the interplay between the participation of service users and third sector organisations and the related implications for value creation. It draws on public service logic, which uses value as a lens through which to view public service delivery and presents\n an ecosystem perspective to understand the interconnectivity and complexity of value creation. To illustrate the conceptual discussion, a contextual case study of the Scottish Social Security Agency and its services is presented. The analysis demonstrates that value creation is enabled and\n constrained by the congruence of goals among actors, the strategic direction and a participatory approach that combines ‘lived experience’ with expertise. The article adds to theory by understanding value creation from a systemic perspective, emphasising the interplay of participative\n processes and the wider societal context. For policy and practice, it suggests a change in how value is articulated, promised, created and measured.

/pdf/co-experience-co-production-and-co-governance-en-ecosystem-9y8zqhj4z5.pdf

Co-experience, co-production and co-governance: En ecosystem approach to the analysis of value creation

Co-production is currently one of the cornerstones of public policy reform across the globe. From a service management perspective, co-production is intrinsic to any service experience. This contrasts to public management theory, where the exploration of co-production is almost exclusively on how to 'add-in' service user input into public services planning and delivery, on a voluntary basis. Service theory makes explicit that co-production is not a normative good—it has the potential to lead to the co-destruction of value as much as to its co-creation. This is true also for public services, though this insight has often been absent from much of the discourse about co-production. The framework provides a robust analytic structure for exploring and evaluating the impact of new developments upon both co-production and upon the co-creation of value in public services delivery. The delivery of public services also creates value for society as a whole and reflects what it values.

Kirsty Strokosch

Papers

Co-production and the co-creation of value in public services: A suitable case for treatment?

It takes Two to Tango? Understanding the Co-production of Public Services by Integrating the Services Management and Public Administration Perspectives

Asylum seekers and the co-production of public services: Understanding the implications for social inclusion and citizenship

Co-experience, co-production and co-governance: En ecosystem approach to the analysis of value creation

Co-Production and the Co-Creation of Value in Public Services : A Perspective from Service Management 1