by Kirsty Strokosch and Stephen P. Osborne
The design of public services has traditionally been conducted by managers who aim to improve efficiency. In recent years though, human-centred design has been used increasingly to improve the experience of public service users, citizens and public service staff (Trischler and Scott, 2016). Design also encourages collaboration and creativity to understand problems and develop solutions (Wetter-Edman et al., 2014). This can include user research to understand current experiences and/or testing prototypes through quick repeated cycles of re-design.
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In my concluding article for the forthcoming special issue on Strategic management of the transition to public sector co-creation , I review the contributions from the other articles in the collection and considers what has been learnt. Building on the questions raised in the introductory paper, my article considers:
- basic definitions of co-production and co-creation along with the claim made of a move from lower order co-production to higher level co-creation. It is argued that it is not clear whether the organisational capabilities needed to support such a major transition are as yet present in an intensive and extensive enough form. The evidence from the empirical and case-based papers in the edition is mixed.
- the link between co-creation and co-production and different models of strategic management which may help manage organisational wide transitions and get beyond small scale projects. The article considers why strategic management is important and which schools are the most promising. The public value school is seen as a critical ‘lynchpin’ (as the goal of co-production and co-creation activity may be to create public value enhancing innovations). In addition, the strategic planning and culture schools are seen as promising. The question of how strategy is formed in diffuse multi agency networks as opposed to single agencies is an important and unresolved one so it may be helpful to bring in additional literature on cooperative forms of strategy.
- the potential role of digitalisation in the move to co-production and co-creation with ‘open platforms’ being designed by government and the third sector seen as promising;
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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 →
Representatives from the Policy & Politics journal team are delighted to be attending the 4th International Conference on Public Policy #ICPP4 at Concordia University, Montreal. We are looking forward to celebrating with our authors, reviewers and board members over our recent impact factor rise to 2.028 which has taken us into the top 20 of all international journals in public administration and the top 50 for political science.
You can read the top cited articles contributing to our impact factor of 2.028 for FREE until 31 July!
Please look out for our representatives around the conference to discuss any relevant articles you are planning to publish. They are: Continue reading →