Special issue blog series on strategic management of the transition to public sector co-creation
Eva Sørensen, John Bryson and Barbara Crosby
Governance researchers broadly agree that co-creation can be a productive way of mobilising the resources needed to solve complex societal problems and create something that citizens accept as valuable for society. We still know little about how public leaders can employ co-creation as a means to promote public value, however. In our new article in Policy & Politics ‘How public leaders can promote public value through co-creation’, we propose that co-creation can strengthen the ability of public leaders to align the goals of diverse constituencies in a way that achieves lasting value for the public. This kind of public leadership involves a strategic effort to engage, inspire and mobilise actors with relevant governance assets – including legitimacy, authority and capabilities. We illustrate the salience of our propositions in two case studies that document how politicians and public and non-profit managers perform public leadership of co-created public value in Gentofte, Denmark and Minneapolis‒St. Paul, USA.
The first step in specifying public leadership of co-created public value entails moving beyond traditional understandings of public leadership theory that have mainly focussed on the mobilisation of public sector actors and resources in solving public challenges as defined by politicians and civil servants according to rules and regulations. By contrast, leaders who aim to employ co-creation as a tool for promoting public value seek to mobilise actors and resources across organisations and sectors. The objective is not merely to improve public service delivery. It is also to promote an array of broader public value outcomes, which are not predefined by public authorities but are shaped and reshaped as part of the co-creation process. Continue reading