Suchergebnisse

The co-production of public services : the public administration perspective -- Co-production and the service management theory -- Co-production : an integrated perspective -- Co-production through inter-organisational relationships -- Asylum seekers in Scotland : marginalised non-citizens -- Understanding co-production : an empirical case study of asylum seekers living in Glasgow -- Understanding organisational modes of co-production through the empirical case of asylum seekers in Glasgow -- Co-production in a complex public service system : the implications for social inclusion and citizenship.

Over the past decade, there has been growing interest in the theory and practice of design in the public sector. Service design aims to improve the experience of public services through a human-centred, iterative and collaborative process of creativity and problem solving. However, there is a lack of empirical research on the application of design approaches in public service settings. This article aims to fill that gap, drawing on service research and empirical illustrations to explore what is being designed, how service design is practised, and the implications of service design. By applying 'design of services' and 'designing for service' perspectives, the focus of design is discussed, along with its implications for design practice and impact. While the analysis suggests an important shift in the practice of design with a focus on services, it proposes that applying design for service may further the potential of design and support deeper transformation. In this way, the article makes a significant contribution to scholarship on policy design, as well as public service delivery.

AbstractDrawing on a systematic review of the literature, this paper explores the factors which have enabled and/or constrained the transformative potential of public service user participation within the five most influential recent narratives of public service reform. It argues that these narratives have failed either to offer a holistic conceptualisation of such participation in theory or to achieve its enactment in practice for four main reasons: participation is framed as polemic, with limited evidence of efficacy; public service delivery has been conceptualised as a linear process, with participation at its margins; structural changes have been insufficient in embedding participation; and power asymmetries have been reinforced through successive reforms. To combat these long‐standing challenges, a value‐creation approach is presented, which starts from an assumption of participation as a defining feature of public service delivery and considered how its import can be maximised to create value for individuals and society.

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 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 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 processes and the wider societal context. For policy and practice, it suggests a change in how value is articulated, promised, created and measured.

This is an Accepted Manuscript of an article published by Taylor & Francis in Public Management Review on 09/03/2016, available online: http://dx.doi.org/10.1080/14719037.2015.1111927. ; 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 services 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 conceptualisation 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 policy making and implementation.

AbstractThis article develops the concept of the "public service ecosystem" across four levels—the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter‐relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.

This article develops the concept of the "public service ecosystem" across four levels—the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and practice.

This article argues for the 'public service ecosystem' as an organizing framework through which to appreciate the interactions and integration of the institutional, service, and individual levels in public service delivery. It offers a heuristic ('Appreciate–Engage–Facilitate') through which to understand and support the role of public managers in value creation at all levels of such ecosystems.