Edoardo Ongaro, Alessandro Angelo Sancino, Irene Pluchinotta, Hannah Williams, Martin Kitchener and Ewan Ferlie
In our recent contribution to the special issue on Strategic management of the transition to public sector co-creation, our article offers an important contribution to the integration of strategic management and co-creation by demonstrating how the co-creation of public value may be enabled by strategic management.
We demonstrate this by conceptually elaborating, and then empirically illustrating, the potential for models of strategic public management to enable the co-creation of public service solutions that enhance public value. Our main research question explores how and under what conditions the adoption of models of strategic management in Public Service Organisations (PSOs) can support and enable the co-creation of public service solutions. Through our analysis, we aim to fill a gap in the literature by considering the importance of an underlying strategic orientation towards value creation that provides a value base upon which to embed these approaches within PSOs. Continue reading SPECIAL ISSUE BLOG SERIES: Blog 6 – Strategic Management as an Enabler of Co-creation in Public Services
Albert Meijer and Wouter Boon
The private sector is changing towards a new model of production: the platform model. Industrial companies, such as Ford, are regarded as outdated and digital technology companies such as Uber and AirBnB, are dominating discussions about organisational models. These tech companies rely on the platform logic for the production of services. They rule the world economy and generate huge profits for their shareholders. In our recent article in this special issue on Strategic management of the transition to public sector co-creation, we ask: if this organisational model is so successful, should the public sector not start using the same model to provide public value?
So what’s so special about the platform model? Central to platform organisations is their capacity to connect numerous users and coordinate their interactions. The hierarchic and sequential logic of the Fordist model is replaced by a horizontal and parallel logic. This mode of organisation is facilitated by platform technologies which process interactions between the many users accurately and fast. Our understanding of how this model works for the private sector is becoming firmly established but we still know very little about the value of this model for the public sector. Continue reading SPECIAL ISSUE BLOG SERIES: Blog 5 – Digital platforms for the co-creation of public value
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 SPECIAL ISSUE BLOG SERIES: Blog 3 – How public leaders can use co-creation to make things better
Many of us these days are deeply worried about the tone and content of contemporary public debate and discussion about key issues which affect us in common. Somehow, the gulf which has long appeared between elites, experts, academics and everyone else has widened out dramatically. We seem to lead separate lives, imbibing separate ideas and creating separate crude stereotypes about others with whom we share our environments and our political institutions.
A century ago, from the struggles between labour and capital and between tradition and modernity, and the fight for the political rights of workers and women, some sense of a shared political community was forged. Today, while we pass our fellow citizens by on the bus, in the playground, at the supermarket or the doctor’s, or meet in a care home, how much do we understand of our various ways of life, struggles and challenges? Political institutions without some sense of what citizens of that community share in common is far from any conception of democracy. They become easy prey to the megaphones of contemporary populism, as we in the Western world are re-discovering. Continue reading Reflections on my article: “Creating public value through caring for place”