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| THEME | AUTHOR | TITLE | PUBLICATION | YEAR | ABSTRACT | KEY WORDS | URL |
|---|---|---|---|---|---|---|---|
| Public service value co creation | Say J.-B. | Traité d’économie politique | [1821] A treatise on the political Economy, Boston, Wells and Lilly | 1803 | Traité d’économie politique | http://www.institutcoppet.org/wp-content/uploads/2011/12/Traite-deconomie-politique-Jean-Baptiste-Say.pdf | |
| Social Innovation | Bastiat, F. | Selected Essays on Political Economy | Princeton, NJ: D. Van Nordstrand. | 1848 | The Foundation for Economic Education translation of some of Bastiat’s most famous pamphlets, written as part of his opposition to the growth of socialism in France in the 1840s. The volume contains “What is Seen and What is Not Seen”, “The Law”, and “The State”. Several of these essays are available in a new translation by Liberty Fund. | Bastiat, essays translations | https://oll.libertyfund.org/titles/bastiat-selected-essays-on-political-economy |
| Social Innovation | Wilson W. | The study of public administration. | Political Science Quarterly | 1887 | I suppose that no practical science is ever studied where there is no need to know it. The very fact, therefore, that the eminently practical science of administration is finding its way into college courses in this country would prove that this country needs to know more about administration, were such proof of the fact required to make out a case. It need not be said, however, that we do not look into college programmes for proof of this fact. It is a thing almost taken for granted among us, that the present movement called civil service reform must, after the accomplishment of its first purpose, expand into efforts to improve, not the personnel only, but also the organization and methods of our government offices: because it is plain that their organization and methods need improvement only less than their personnel. It is the object of administrative study to discover, first, what government can properly and successfully do, and, secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost either of money or of energy. On both these points there is obviously much need of light among us; and only careful study can supply that light. | public administration | https://www.jstor.org/stable/2139277?seq=1#metadata_info_tab_contents |
| Public service value co creation | Frederickson, H.G. | Towards a New Public Administration | In 'Towards a New Public Administration: The Minnowbrook Perspective', Scanton: Chandler | 1917 | What is New Public Administration? Organization theory and New Public Administration: The distributive process, The integrative process, The boundary-exchange process, The socioemocional process. | organization theory, new public administration | https://archive.org/details/towardnewpublica00mari/page/n403 |
| Public Sector Innovation | Fourastié J. | Le grand espoir du XXème siècle | Presse Universitaire de France, Paris | 1949 | Grand espoir, XXème siècle | https://www.persee.fr/docAsPDF/reco_0035-2764_1964_num_15_3_407611_t1_0485_0000_000.pdf | |
| Public Sector Innovation | Erdõs P, Rényi A. | On the evolution of random graphs | Publications of the Mathematical Institute of the Hungarian Academy of Sciences, vol. 5 pp. 17-61 | 1960 | Evolution, random graphs | https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.348.530&rep=rep1&type=pdf | |
| Public service value co creation | Smith A. | The Wealth of Nations | The Modern Library, Random House, New York | 1960 | Wealth, nations | https://www.ibiblio.org/ml/libri/s/SmithA_WealthNations_p.pdf | |
| Public Sector Innovation | R.M. Cyert and J.G. March. | A Behavioral theory of the Firm | Blackwell Publishers | 1963 | Behavioral, theory, firm | https://books.google.es/books?hl=es&lr=&id=qqZ_FDFoDcMC&oi=fnd&pg=PA60&dq=A+Behavioral+theory+of+the+Firm&ots=9X_IOnDy6O&sig=bRa8aJm0flISvyV9dX2GgoKS6Ds#v=onepage&q=A%20Behavioral%20theory%20of%20the%20Firm&f=false | |
| Public Sector Innovation | Baumol W.J., Bowen W. | Performing arts: the economic dilemma | Twentieth Century Fund, New York | 1966 | Performing arts, economic dilemma | https://archivesofthecentury.org/myportfolio/performing-arts-the-economic-dilemma/ | |
| Public Sector Innovation | Baumol W.J. | Macroeconomics of unbalanced growth: the anatomy of an urban crisis | American Economic Review, vol. 57 pp.415–426 | 1967 | Macroeconomics, unbalanced growth, urban crisis | http://piketty.pse.ens.fr/files/Baumol1967.pdf | |
| Digital Transformation | Glaser, B. G., & Strauss, A. L. | The discovery of grounded theory: Strategies for qualita- tive research | New Brunswick, NJ: Adeline Transaction | 1967 | Various studies of domestic work have identified close personal relationships between domestic workers and employers as a key instrument in the exploitation of domestic workers, allowing employers to solicit unpaid services as well as a sense of superiority (Rollins, 1985; Romero, 2002; Glenn, 1992; Hondagneu-Sotelo, 2001). Likewise, other scholars have pointed out that close employee-employer relationships may actually empower domestic workers, increasing job leverage (Thorton-Dill, 1994). Ultimately, these lines are blurry and ever changing as employers continuously redefine employee expectations. Drawing from a larger study involving thirty interviews with white upper middle class women who currently employ domestic workers (mostly housecleaners) this paper explores employers’ interactions with domestic workers. Through these interviews this research elaborates on how employers and employees interact, how employers feel about these interactions, and explores to what extent these interactions are informed by the widely reported maternalistic tendencies of the past, while also considering the consequences of this. | Discovery grounded, strategies qualita- tive | https://phd-proposal.ir/wp-content/uploads/2019/06/The_Discovery_of_Grounded_Theory__Strategies_for_Qualitative_Research.pdf |
| Social Innovation | Glaser B. G. and Strauss A. L. | The discovery of grounded theory: Strategies for qualitative research | Chicago: Aldine Publ. Co. | 1967 | Most writing on sociological method has been concerned with how accurate facts can be obtained and how theory can thereby be more rigorously tested. In The Discovery of Grounded Theory, Barney Glaser and Anselm Strauss address the equally Important enterprise of how the discovery of theory from data―systematically obtained and analyzed in social research―can be furthered. The discovery of theory from data―grounded theory―is a major task confronting sociology, for such a theory fits empirical situations, and is understandable to sociologists and laymen alike. Most important, it provides relevant predictions, explanations, interpretations, and applications. In Part I of the book, "Generation Theory by Comparative Analysis," the authors present a strategy whereby sociologists can facilitate the discovery of grounded theory, both substantive and formal. This strategy involves the systematic choice and study of several comparison groups. In Part II, The Flexible Use of Data," the generation of theory from qualitative, especially documentary, and quantitative data Is considered. In Part III, "Implications of Grounded Theory," Glaser and Strauss examine the credibility of grounded theory. The Discovery of Grounded Theory is directed toward improving social scientists' capacity for generating theory that will be relevant to their research. While aimed primarily at sociologists, it will be useful to anyone Interested In studying social phenomena―political, educational, economic, industrial― especially If their studies are based on qualitative data. | qualitative rigor, inductive research, grounded theory, new concept development | https://www.amazon.es/Discovery-Grounded-Theory-Strategies-Qualitative/dp/0202302601 |
| Digital Transformation | Hirschman, A. O. | The Principle of the Hiding Hand | National Affairs 6 (Winter), 10–23 | 1967 | Introduced by Albert O. Hirschman in the 1960s to describe development programs at the time, the principle of the Hiding Hand describes the systematic discrepancy between what proponents propose when seeking permission for projects and what processes actually lead to certain outcomes. This chapter explores the recent renaissance of the principle and elaborates on its distinctness among related concepts in (organizational) sociology, organizational psychology and economics. By examining multiple combinations of two critical dimensions in project planning – estimation of complexity and overall awareness of planners – a typology of four hands is proposed: the Hiding Hand, the Protecting Hand, the Malevolent Hand and the Passive Hand. Each hand is associated with advantages leading to potential benefits, as well as disadvantages leading to potentially detrimental outcomes and unintended consequences. The Hiding Hand is offered as an argument in support of planning beyond purely rationalist approaches. | Principle, hiding hand | https://arxiv.org/ftp/arxiv/papers/1509/1509.01526.pdf |
| Digital Transformation | Arnstein, S. A. | A ladder of citizen participation? | Journal of the American Institute of Planners | 1969 | The heated controversy over “citizen participation,” “citizen control”, and “maximum feasible involvement of the poor,” has been waged largely in terms of exacerbated rhetoric and misleading euphemisms. To encourage a more enlightened dialogue, a typology of citizen participation is offered using examples from three federal social programs: urban renewal, anti-poverty, and Model Cities. The typology, which is designed to be provocative, is arranged in a ladder pattern with each rung corresponding to the extent of citizens' power in determining the plan and/or program. | service delivery, New Public Management, Citizen shops, institutional structure | https://www.participatorymethods.org/sites/participatorymethods.org/files/Arnstein%20ladder%201969.pdf |
| Digital Transformation | Simon, Herbert A. | The sciences of the artificial | Cambridge, Mass: M.I.T. | 1969 | The Sciences of the Artificial reveals the design of an intellectual structure aimed at accommodating those empirical phenomena that are “artificial” rather than “natural.” The goal is to show how empirical sciences of artificial systems are possible, even in the face of the contingent and teleological character of the phenomena, their attributes of choice and purpose. Developing in some detail two specific examples—human psychology and engineering design—Professor Simon describes the shape of these scientists as they are emerging from developments of the past 25 years. “Artificial” is used here in a very specific sense: to denote systems that have a given form and behavior only because they adapt (or are adapted), in reference to goals or purposes, to their environment. Thus, both man-made artifacts and man himself, in terms of his behavior, are artificial. Simon characterizes an artificial system as an interface between two environments—inner and outer. These environments lie in the province of “natural science,” but the interface, linking them, is the realm of “artificial science.” When an artificial system adapts successfully, its behavior shows mostly the shape of the outer environment and reveals little of the structure or mechanisms of the inner. The inner environment becomes significant for behavior only when a system reaches the limits of its rationality and adaptability, and contingency degenerates into necessity. Separating the contributions of the two environments, Simon identifies the complexity in human behavior as a reflection primarily of the outer environment: a man, he asserts, viewed as a behaving system, is quite simple. The apparent complexity of his behavior is largely a reflection of the complexity of the environment in which he finds himself. Examining this thesis in the light of evidence from recent work in cognitive psychology and linguistics, Simon sets forth an information-processing theory of man's thinking processes that provides an operational, empirically based alternative to behaviorism. He then uses this description of an information-processing system, combining it with other developments in computer science and optimization theory, to propose a curriculum for the emerging science of engineering design. Beyond his specific examples, the author indicates how the sciences of the artificial are relevant to economics, management and administration, medicine, education, architecture, art..., to all fields that create designs to perform tasks or fulfill goals and functions. | artificial systems, natural sciences, empirical phenomena, "empirical science of the artificial" | https://mitpress.mit.edu/books/sciences-artificial |
| Digital Transformation | Hirschman A.O. | Exit, voice and loyalty: responses to decline in firms, organizations and states | Cambridge: Harvard University Press | 1970 | An innovator in contemporary thought on economic and political development looks here at decline rather than growth. Albert O. Hirschman makes a basic distinction between alternative ways of reacting to deterioration in business firms and, in general, to dissatisfaction with organizations: one, “exit,” is for the member to quit the organization or for the customer to switch to the competing product, and the other, “voice,” is for members or customers to agitate and exert influence for change “from within.” The efficiency of the competitive mechanism, with its total reliance on exit, is questioned for certain important situations. As exit often undercuts voice while being unable to counteract decline, loyalty is seen in the function of retarding exit and of permitting voice to play its proper role. The interplay of the three concepts turns out to illuminate a wide range of economic, social, and political phenomena. As the author states in the preface, “having found my own unifying way of looking at issues as diverse as competition and the two-party system, divorce and the American character, black power and the failure of ‘unhappy’ top officials to resign over Vietnam, I decided to let myself go a little.” | innovation, dissatisfaction, organization, customer-citizen, competition, involvement | https://quod.lib.umich.edu/cgi/t/text/text-idx?c=acls;cc=acls;view=toc;idno=heb04043.0001.001 |
| Social Innovation | Friedland, E. | Comment: the pursuit of relevance | In 'Toward a New Public Administration: The Minnowbrook Perspective', Scanton: Chandler | 1971 | The search for an integrated theory. Some issues of scientific theory. Observations of the Minnowbrook perspective. | public administration, theory | https://archive.org/details/towardnewpublica00mari/page/n403 |
| Public Sector Innovation | Marini, F. | Introduction: A New Public Administration | In 'Toward a New Public Administration: The Minnowbrook Perspective', Scanton: Chandler | 1971 | The Dialectical Agenda. Small-group Sessions. The wider context. The Minnowbrook papers. | public administration, Minnowbrook | https://archive.org/details/towardnewpublica00mari/page/n403 |
| Social Innovation | Meade, M. | Participative Administration – emerging reality or wishful thinking? | In 'Public Administration in a time of turbulence', Chandler: Scranton | 1971 | Most of the essays are revisions of panel presentations made at the 1969 convention of the American Political Science Association. | public administration, participation, governance | https://www.worldcat.org/title/public-administration-in-a-time-of-turbulence/oclc/205437 |
| Service Design | White, O. | Social change and administrative adaptation | In 'Toward a New Public Administration: The Minnowbrook Perspective', Scanton: Chandler | 1971 | Patterns of social change and Impacts on the political system. The ideological focal point in patterns of social change. The emerging alternative reflected in major institutions. Impacts on the political system. The traditional conceptualization of administrative adaptation: Adaptation as a conflict. An alternative conceptualization: Adaptation as confrontation. Toward the teaching of administrative politics as confrontation. The problem of transition. | social change, political system, adaptation, administrative politics | https://archive.org/details/towardnewpublica00mari/page/n403 |
| Social Innovation | Waldo, D. | Some thoughts on alternatives, dilemmas, and paradoxes in a time of turbulence | In 'Public Administration in a time of turbulence', Chandler: Scranton | 1971 | Most of the essays are revisions of panel presentations made at the 1969 convention of the American Political Science Association. | public administration | https://www.worldcat.org/title/public-administration-in-a-time-of-turbulence/oclc/205437 |
| Public Sector Innovation | Levitt T. | Production line approach to service | Harvard Business Review, 50, September-October, p. 41-52 | 1972 | All industries are, effectively, service industries. Some industries merely have greater service components than others. Many so-called service industries such as fast food, mutual funds, and credit cards have applied manufacturing solutions to people-intensive service problems. To gain benefits, managers should consider the problems and desired output; how to redesign the process and install new tools that automate the job; and how to control people's behavior and channel their choices. The primary objective is to serve the customer's needs efficiently and effectively, and to make customer service an integral part of what the customer buys. McKinsey Award Winner. | Production line, service | https://doi.org/10.1111/j.1540-5915.1999.tb00920.x |
| Digital Transformation | Rittel, H. W., & Webber, M. M. | Dilemmas in a general theory of planning | Policy Sciences, 4(2), 155-169 | 1973 | The search for scientific bases for confronting problems of social policy is bound to fail, becuase of the nature of these problems. They are “wicked” problems, whereas science has developed to deal with “tame” problems. Policy problems cannot be definitively described. Moreover, in a pluralistic society there is nothing like the undisputable public good; there is no objective definition of equity; policies that respond to social problems cannot be meaningfully correct or false; and it makes no sense to talk about “optimal solutions” to social problems unless severe qualifications are imposed first. Even worse, there are no “solutions” in the sense of definitive and objective answers. | General Theory, Public Good, Economic Policy, Social Policy, Scientific Basis | https://link.springer.com/article/10.1007/BF01405730 |
| Service Design | Geertz, C. | The interpretation of cultures. | Basic books. Vol. 5019. | 1973 | In The Interpretation of Cultures, the most original anthropologist of his generation moved far beyond the traditional confines of his discipline to develop an important new concept of culture. This groundbreaking book, winner of the 1974 Sorokin Award of the American Sociological Association, helped define for an entire generation of anthropologists what their field is ultimately about. | anthropology, society, culture | https://www.goodreads.com/book/show/330006.The_Interpretation_of_Cultures |
| Service Design | Granovetter M. | The strength of weak ties | American Journal of Sociology | 1973 | Analysis of social networks is suggested as a tool for linking micro and macro levels of sociological theory. The procedure is illustrated by elaboration of the macro implications of one aspect of small-scale interaction: the strength of dyadic ties. It is argued that the degree of overlap of two individuals' friendship networks varies directly with the strength of their tie to one another. The impact of this principle on diffusion of influence and information, mobility opportunity, and community organization is explored. Stress is laid on the cohesive power of weak ties. Most network models deal, implicitly, with strong ties, thus confining their applicability to small, well-defined groups. Emphasis on weak ties lends itself to discussion of relations between groups and to analysis of segments of social structure not easily defined in terms of primary groups. | social networks, sociological theory, interaction, dyadic ties | https://www.sciencedirect.com/science/article/pii/B9780124424500500250 |
| Public Sector Innovation | J.H. Holland. | Adaptation in Natural and Artificial Systems | The Univer- sity of Michigan | 1975 | Genetic algorithms are playing an increasingly important role in studies of complex adaptive systems, ranging from adaptive agents in economic theory to the use of machine learning techniques in the design of complex devices such as aircraft turbines and integrated circuits. Adaptation in Natural and Artificial Systems is the book that initiated this field of study, presenting the theoretical foundations and exploring applications.In its most familiar form, adaptation is a biological process, whereby organisms evolve by rearranging genetic material to survive in environments confronting them. In this now classic work, Holland presents a mathematical model that allows for the nonlinearity of such complex interactions. He demonstrates the model's universality by applying it to economics, physiological psychology, game theory, and artificial intelligence and then outlines the way in which this approach modifies the traditional views of mathematical genetics.Initially applying his concepts to simply defined artificial systems with limited numbers of parameters, Holland goes on to explore their use in the study of a wide range of complex, naturally occuring processes, concentrating on systems having multiple factors that interact in nonlinear ways. Along the way he accounts for major effects of coadaptation and coevolution: the emergence of building blocks, or schemata, that are recombined and passed on to succeeding generations to provide, innovations and improvements.John H. Holland is Professor of Psychology and Professor of Electrical Engineering and Computer Science at the University of Michigan. He is also Maxwell Professor at the Santa Fe Institute and is Director of the University of Michigan/Santa Fe Institute Advanced Research Program. | Adaptation, natural, artificial systems | https://books.google.es/books?hl=es&lr=&id=wS0LEAAAQBAJ&oi=fnd&pg=PR7&dq=Adaptation+in+Natural+and+Artificial+Systems&ots=PCQG5tx8aq&sig=vZ0oymfkpGdqLL47gUlWOgnnQX8#v=onepage&q=Adaptation%20in%20Natural%20and%20Artificial%20Systems&f=false |
| Public Sector Innovation | J.G. March and J.P. Olsen. | The uncertainty of the past: Organizational learning under ambiguity | European Journal of Political Research, 3:147– 171 | 1975 | Classical theories of omniscient rationality in organizational decision-making have largely been replaced by a view of limited rationality, but no similar concern has been reflected in the analysis of organizational learning. There has been a tendency to model a simple complete cycle of learning from unambiguous experience and to ignore cognitive and evaluative limits on learning in organizations. This paper examines some theoretical possibilities for assuming that individuals in organizations modify their understanding in a way that is intendedly adaptive even though faced with ambiguity about what happened, why it happened, and whether it is good. To develop a theory of learning under such conditions, we probably require ideas about information exposure, memory, and retrieval; learning incentives; belief structures; and the micro development of belief in organizations. We exhibit one example by specifying a structural theory of the relations among liking, seeing, trusting, contact, and integration in an organization. The argument is made that some understanding of factors affecting learning from experience will not only be important to the improvement of policy making in an organizational context, but also a necessary part of a theory of organizational choice. | Organizational learning | https://doi.org/10.1111/j.1475-6765.1975.tb00521.x |
| Service Design | Shostack, G. L. | Breaking Free from Product Marketing | Journal of Marketing | 1977 | It is dangerous to take the marketing concepts that apply to products, and try to transfer them to services. Products are tangible; services are not-and that makes a lot of difference in how you market them. | marketing, services, products | https://www.jstor.org/stable/1250637 |
| Service Design | Hill P. | On Goods and Services | The Review of Income and Wealth, 4(23), p. 315-338 | 1977 | The paper is concerned with the concept, definition and measurement of a service. Although services are often dismissed as immaterial goods, they are not special kinds of goods and belong in a quite different logical category from goods. The search for appropriate units of quantity in which to measure services is not an idle metaphysical pursuit. Without quantity units there can be no prices, and most economic theory becomes irrelevant. Indeed, large parts of economic theory may be irrelevant to the analysis of services anyway, precisely because they are not goods which can be exchanged among economic units. Services are as important as goods in modern developed economies and they need to be identified and quantified properly if the measurement of economic growth and inflation is to have any meaning for the economy as a whole. The concept of a service is explained in some detail in the paper, and various ways in which services can be classified for purposes of economic analysis are elaborated. The distinction between private and public goods, or rather between private and collective services, is re‐examined in the light of the general concept of a service proposed in the paper. Externalities are shown to be simply special kinds of services. | services, measurement, economic theory | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1475-4991.1977.tb00021.x |
| Digital Transformation | Brief, A. P., & Aldag, R. J. | The intrinsic-extrinsic dichotomy: Toward conceptual clar- ity | Academy of Management Review, 2, 496-500 | 1977 | In this article the authors examine and define the concepts of intrinsic and extrinsic motivation as well as intrinsic and extrinsic outcome. They examine these concepts in the context of employee motivation, noting that intrinsically motivated employees attend to their work due to feelings of self-fulfillment where as extrinsically motivated employees go about their jobs while being driven by factors or events whose delivery is dependent on a source outside of the immediate task. The authors note that the debate will surely continue over this subject and its application in social psychology and urge researchers to continue examining organizational behavior. | Intrinsic-extrinsic dichotomy, conceptual clarity | https://doi.org/10.2307/257706 |
| Public Sector Innovation | Gershuny J. | After Industrial Society? The Emerging Self-Service Economy | London: Mac Millan | 1978 | This book is a record of research in progress. When the first three chapters were written the author had no very clear position on the questions they ask. The empirical research that forms the substance of the book was informed by a number of simple questions: How has the sectoral pattern of employment changed over the last two decades? In what ways have the nature of the jobs changed? How have consumption patterns altered over the period? Out of the answers to this question came the particular view of the likely future that is suggested here; the book describes the author's sequence of investigation. The result of this way of organising the writing is inevitably an untidy book. The first half of the book opens broad issues which are only considered rather narrowly in the second. | self-service, service industries, durable goods, consumer, western world Economic conditions, theories | https://books.google.com.mx/books/about/After_Industrial_Society.html?id=u14fAQAAIAAJ&redir_esc=y |
| Public service value co creation | Frederickson, H.G. | The New Public Administration | Tuscaloosa: University of Alabama Press | 1980 | Based on lectures sponsored by the Bureau of Public Administration and presented at the University of Alabama in October 1977. | public administration | https://www.questia.com/library/1279060/new-public-administration |
| Public service value co creation | Sharp, EB | Toward a New Understanding of Urban Services and Citizen Participation: The Coproduction Concept | The American Review of Public Administration | 1980 | This article attempts to define "coproduction" in a manner useful to policy makers and to academics concerned with measuring the concept. Coproduction is considered the critical mix of activities that service agents and citizens contribute to the provision of public services. The involvement of the former consists of their work as professionals, or "regular producers," in the service process. Citizen coproductive activities, or "consumer production," are voluntary efforts of individuals or groups to enhance the quality and/or quantity of services they receive. Based on this definition, three types of coproduction are distinguished according to the nature of the benefits achieved: individual, group, and collective. | Urban services, citizen participation, coproduction | https://doi.org/10.1177%2F027507408001400203 |
| Public service value co creation | Parks, R. B., P. C. Baker, L. Kiser, R. Oakerson, E. Ostrom, V. Ostrom, S. L. Percy, M. B. Vandivort, Whitaker, G. P. and Wilson, R. | Consumers as co-producers of public services: some economic and institutional considerations | Policy Studies Journal, 9(7): 1001-1011 | 1981 | The concept of coproduction of public services has captured increased attention as a potential means of increasing the effectiveness and efficiency of local government. In this article we explore the concept of coproduction in an effort to sharpen the definition of that concept and add rigor to our understanding of the effects of coproduction in local service delivery and the processes by which coproductive activity occurs. | co-production, public services, local government | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1541-0072.1981.tb01208.x |
| Social Innovation | Biernacki P. and Waldorf D. | Snowball sampling: Problems and techniques of chain referral sampling. | Sociological Methods & Research, 10(2), 141–163 | 1981 | In spite of the fact that chain referral sampling has been widely used in qualitative sociological research, especially in the study of deviant behavior, the problems and techniques involved in its use have not been adequately explained. The procedures of chain referral sampling are not self-evident or obvious. This article attempts to rectify this methodological neglect. The article provides a description and analysis of some of the problems that were encountered and resolved in the course of using the method in a relatively large exploratory study of ex-opiate addicts. | referral sampling, researh methodology | https://journals.sagepub.com/doi/abs/10.1177/004912418101000205 |
| Public Sector Innovation | R.R. Nelson and S.G. Winter. | An Evolutionary Theory of Economic Change | Harvard University Press | 1982 | This book contains the most sustained and serious attack on mainstream, neoclassical economics in more than forty years. Richard R. Nelson and Sidney G. Winter focus their critique on the basic question of how firms and industries change overtime. They marshal significant objections to the fundamental neoclassical assumptions of profit maximization and market equilibrium, which they find ineffective in the analysis of technological innovation and the dynamics of competition among firms. To replace these assumptions, they borrow from biology the concept of natural selection to construct a precise and detailed evolutionary theory of business behavior. They grant that films are motivated by profit and engage in search for ways of improving profits, but they do not consider them to be profit maximizing. Likewise, they emphasize the tendency for the more profitable firms to drive the less profitable ones out of business, but they do not focus their analysis on hypothetical states of industry equilibrium. The results of their new paradigm and analytical framework are impressive. Not only have they been able to develop more coherent and powerful models of competitive firm dynamics under conditions of growth and technological change, but their approach is compatible with findings in psychology and other social sciences. Finally, their work has important implications for welfare economics and for government policy toward industry. | Evolutionary theory, economic change | https://books.google.es/books?hl=es&lr=&id=6Kx7s_HXxrkC&oi=fnd&pg=PA1&dq=An+Evolutionary+Theory+of+Economic+Change+R.R.+Nelson+and+S.G.+Winter.&ots=7x-RMJF4FA&sig=esUZRcgNjtHaL9PFL_ZuqBAclmI#v=onepage&q=An%20Evolutionary%20Theory%20of%20Economic%20Change%20R.R.%20Nelson%20and%20S.G.%20Winter.&f=false |
| Digital Transformation | Mosher, F. C. | Democracy and the public service. Vol. 2. | New York: Oxford University Press. | 1982 | This revised edition, like the original, concerns the problems of harmonizing effective governmental administration with the requirements of a democracy. | public services, governance, public administration, democracy | https://www.amazon.com/Democracy-Public-Service-Administration/dp/0195030184 |
| Service Design | Shostack, G. L. | How to Design a Service | European Journal of Marketing, 16(1), 49-63 | 1982 | Suggests that behavioural hypothesis, which rearranges or alters any element, by design or accident, will change the overall entity, just like changing bonds or atoms in a molecule creates a new substance, and this is known as molecular modelling — and this can help the marketer to better understand any market entity. States that the first step towards rational service design is a system for visualizing this phenomenon, enabling services to be given proper position and weight in the market entity context. Proposes that people are essential evidence of a service and how they are dressed or act has a bearing on this. Identifies benefits, standards and tolerances, and discusses modifications using tables and figures for emphasis. Concludes that modelling and blueprinting offer a system for marketers which can lead to the kind of experimentation and management necessary to service innovation and development. | Marketing planing, Modelling, Services marketing, Task description | https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004799/full/html |
| Social Innovation | Gershuny J. | Social Innovation and the Division of Labour | Oxford: Oxford University Press | 1983 | Social innovation, division of labour | https://doi.org/10.1080/08109028508629012 | |
| Public Sector Innovation | DiMaggio, P., & Powell, W. W. | The iron cage revisited: Collective rationality and institutional isomorphism in organizational fields. | American Sociological Review, 48(2), 147–160 | 1983 | What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes--coercive, mimetic, and normative--leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change. | corporate bureaucracy, nonprofit organizations, capitalism, normativity, organizational change, socialization, ambiguity, social structures, corporations, early adopters | https://www.jstor.org/stable/2095101?seq=1#page_scan_tab_contents |
| Public Sector Innovation | Gershuny J., Miles I. | The new service economy | London: Frances Pinter | 1983 | Service economy | ||
| Public service value co creation | Wass, D. | The public service in modern society | Public Administration | 1983 | This was the post‐Annual General Meeting address given to the Royal Institute of Public Administration on 2 December 1982. | public service | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.1983.tb00498.x |
| Public service value co creation | Brudney, J.L. and England, R.E. | Toward a definition of the co-production concept | Public Administration Review | 1983 | This article attempts to define "coproduction" in a manner useful to policy makers and to academics concerned with measuring the concept. Coproduction is considered the critical mix of activities that service agents and citizens contribute to the provision of public services. The involvement of the former consists of their work as professionals, or "regular producers," in the service process. Citizen coproductive activities, or "consumer production," are voluntary efforts of individuals or groups to enhance the quality and/or quantity of services they receive. Based on this definition, three types of coproduction are distinguished according to the nature of the benefits achieved: individual, group, and collective. | citizen participation, government officials, government bureaucracy, municipal governments, municipal services, health care delivery, patient compliance, police | https://www.jstor.org/stable/975300?seq=1#page_scan_tab_contents |
| Service Design | Saviotti P.P. and Metcalfe J.S. | A theoretical approach to the construction of technological output indicators | Research Policy, 13, p. 141-151 | 1984 | In this paper a framework potentially useful for the development of indicators of the output of technological innovation is described. The approach is based on a characteristics description of product technology. A product is considered a combination of three sets of characteristics, one describing the technical features of the product, one describing the services performed by the product, and one describing the methods of its production. These sets of characteristics are related by patterns of mapping. The potential applications of the framework to the development of indicators of the output of technological innovation and to the analysis of diffusion and technological substitution are outlined. Also, the relationship of this framework to the concepts of technological regimes, technological guide posts and dominant design is described. | technology innovation, indicators, product, framework | https://www.sciencedirect.com/science/article/abs/pii/0048733384900222 |
| Living Labs | Levine, C. and Fisher, G. | Citizenship and service delivery: The promise of coproduction | Public Administration Review | 1984 | At the heart of the citizenship issue is the stake citizens have in their community, its government, and its policies. In a similar vein, intergovernmentalizing service delivery adds little to providing a structure to support citizenship. "Sweat equity" in producing a service or maintaining a physical space promises to build commitment and a more cohesive view of the neighbourhood and citizens' role in it. Perhaps the most significant thing about Nathan Glazer's observation is that he sees voluntarism, self-help, and coproduction as more than a financial panacea for fiscally strapped governments. Coproduction has obvious implications for the equitable distribution of government burdens and benefits. The equity problem also can be compounded by social and economic stratification. Successful coproduction must involve experimentation and innovation in the methods used for making decisions and delivering services. The prospects for enhanced citizenship through citizen participation in coproduction arrangements are generally favourable. | citizenship, crime prevention, police, government bureaucracy, neighborhoods, economic models, income taxes, self interest, government officials | https://www.jstor.org/stable/pdf/975559.pdf?seq=1#page_scan_tab_contents |
| Service Design | Shostack G.L. | Service Design in the Operating Environment | George W., Marshall | 1984 | Since its introduction into the marketing literature by Martilla and James, the Importance-Performance Analysis has proven multiple times to be a cost-effective technique for measuring attribute importance and performance of services for the customer. Additionally, it gives managers valuable hints in order to improve their products and services. However, despite a long list of successful applications overtime one critical aspect remains—the validation of the importance values by direct measurement. Besides the limitations and critics that accompanied with stated importance techniques, a lot of research results show that it is better to use direct methods in place of indirect measures. Some researchers suggest measuring the customers’ priority structure to compensate the critical points within the direct questioning. This study shows how the critical incident technique can be helpful for the validation of such results. | Service design, operating environment | https://strategicdesignthinking.files.wordpress.com/2012/11/hbr-shostackpdf.pdf |
| Public service value co creation | Normann, R. | Service Management. Strategy and Leadership in Service Businesses | New York: John Wileyand Sons | 1984 | Examines the special characteristics that make services and the management of service organizations successful. Provides a comprehensive framework for service oriented businesses that stresses a streamlined service management system, the key components of which are market segment, service concept, service delivery system, image, and culture. Growth strategies and the nature of innovation are analyzed and amply illustrated. The role and principles of good leadership in service organizations form a crucial area of discourse. Topics such as the use of image and culture as management instruments, effective and persuasive communications, and ``high social technology'' are also explored. | management, service business, service organizations, social technology | https://www.amazon.com/Service-Management-Strategy-Leadership-Business/dp/0471928852 |
| Digital Transformation | Clark, D. | The citizen and the administration in France – the Conseil D’etat versus ombudsman debate revisited | Public Administration | 1984 | The purpose of this article is to reappraise, in the light of recent French experience with the ‘Ombudsman’, the prevailing orthodoxy, shared by élite opinion in both France and Britain in the 1960s’ that the Ombudsman and a system of administrative courts applying ‘droit administratif’ (a body of autonomous rules separate from private law), were mutually exclusive modes of securing redress for citizens aggrieved by administrative action. The thesis is advanced that in the contemporary welfare state, irrespective of particular political, administrative and legal traditions, a system of administrative law and an Ombudsman are complementary not competitive institutions. | public administration, citizens, France | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.1984.tb00554.x |
| Service Design | Zeithaml, V. A., Parasuraman, A., & Berry, L. L. | Problems and Strategies in Services Marketing | Journal of Marketing, 49(2), 33-46 | 1985 | This article compares problems and strategies cited in the services marketing literature with those reported by actual service suppliers in a study conducted by the authors. Discussion centers on several broad themes that emerge from this comparison and on guidelines for future work in services marketing. | services, marketing, strategies, service marketing literature | https://www.jstor.org/stable/1251563?seq=1#page_scan_tab_contents |
| Digital Transformation | Deci, E. L., & Ryan, R. M. | The general causality orientations scale: Self-determination in personality | Journal of Research in Personality, 19, 109-134 | 1985 | This paper describes the development and validation of a general causality orientations scale. Causality orientations are conceptualized as relatively enduring aspects of people that characterize the source of initiation and regulation, and thus the degree of self-determination, of their behavior. Three orientations—autonomy, control, and impersonal—are measured by the three subscales of the instrument. Individuals are given a score on each orientation, thus allowing the use of the theoretically appropriate subscale (or, in some cases, a combination of subscales) to predict affects, cognitions, and behaviors. The scale was shown to have internal consistency and temporal stability. The orientations were shown to fit appropriately into a nomological network of constructs and to relate to various behaviors that were hypothesized to be theoretically relevant. | Orientations scale, self-determination | https://doi.org/10.1016/0092-6566(85)90023-6 |
| Public Sector Innovation | Baumol W.J., Blackman S., Wolff E. | Unbalanced growth revisited: asymptotic stagnancy and new evidence | American Economic Review, vol. 75 pp. 806–817 | 1985 | Unbalanced growth, asymptotic stagnancy | https://www.jstor.org/stable/1821357 | |
| Public Sector Innovation | Kline S., Rosenberg G. | An overview of innovation | Landau R., Rosenberg N. (eds), The Positive Sum Strategy: Harnessing Technology for Economic Growth, Washington, DC, National Academy Press, p. 275-305 | 1986 | Models that depict innovation as a smooth, well-behaved linear process badly misspecify the nature and direction of the causal factors at work. Innovation is complex, uncertain, somewhat disorderly, and subject to changes of many sorts. Innovation is also difficult to measure and demands close coordination of adequate technical knowledge and excellent market judgment in order to satisfy economic, technological, and other types of constraints—all simultaneously. The process of innovation must be viewed as a series of changes in a complete system not only of hardware, but also of market environment, production facilities and knowledge, and the social contexts of the innovation organization. | Overview, innovation | https://doi.org/10.1142/9789814273596_0009 |
| Digital Transformation | Kraemer, K. L., & King, J. L. | Computing and public organizations | Public Administration Review | 1986 | The widespread and expanding use of computing by government and business is a phenomenon of the last three decades. This rapid increase in use of computing raises questions about the kind of social world emerging from the expanding permeation of organizational life by computing. Research on computing in organizations provides an interesting window on the effects of computing on organizations and society. Findings are reviewed with respect to organizational structure, employment, work life, decision making, organizational politics, and the management of computing. These findings strain conventional theories about the evolution of computing and suggest new theoretical approaches to the study of computing in organizations. | local government, computer technology, work life, automatic control, decision making, work environments, information storage and retrieval systems, management policies, data processing | https://www.jstor.org/stable/975570?seq=1#page_scan_tab_contents |
| Public service value co creation | Von Hippel E. | Lead Users: A Source of Novel Product Concepts | Management Science, 32 (7), p. 791-805 | 1986 | Accurate marketing research depends on accurate user judgments regarding their needs. However, for very novel products or in product categories characterized by rapid change—such as “high technology” products—most potential users will not have the real-world experience needed to problem solve and provide accurate data to inquiring market researchers. In this paper I explore the problem and propose a solution: Marketing research analyses which focus on what I term the “lead users” of a product or process. Lead users are users whose present strong needs will become general in a marketplace months or years in the future. Since lead users are familiar with conditions which lie in the future for most others, they can serve as a need-forecasting laboratory for marketing research. Moreover, since lead users often attempt to fill the need they experience, they can provide new product concept and design data as well. In this paper I explore how lead users can be systematically identified, and how lead user perceptions and preferences can be incorporated into industrial and consumer marketing research analyses of emerging needs for new products, processes and services. | market research, user, product, experience | https://pubsonline.informs.org/doi/abs/10.1287/mnsc.32.7.791 |
| Public Sector Innovation | Bozeman, B., & Bretschneider, S. I. | Public management information systems | Public Administration Review | 1986 | The existing theoretical framework for research in Management Information Systems (MIS) is criticized for its lack of attention to the external environment of organizations, and a new framework is developed which better accommodates MIS in public organizations: Public Management Information Systems (PMIS). Four models of publicness which reflect external organizational environments are integrated into a single model. The basic model of publicness is then used to develop a series of propositions/prescriptions which differentiate management of information systems between public and private organizations. Real examples are used to illustrate these propositions. | information management, private life, economic models, public sector, private sector, management science, political authority, business management, private mortgage insurance, management information systems | https://www.jstor.org/stable/975569?seq=1#page_scan_tab_contents |
| Social Innovation | Eiglier P. et Langeard E. | Servuction, le marketing des services | Editions Mac Graw Hill. | 1987 | Servuction? It is the system necessary for a company to manufacture the service it puts on the market. The servuction, key concept of this book, constitutes one of the many specificities of the services that are attached to identify the authors. In this respect, they take the opposite view of most marketing work that considers products and services as identical concepts that are managed in the same way. This book combines the solidity and the depth of the concepts with the rigor and the concrete of the managerial consequences that it is necessary to draw from it. These concepts and their consequences are illustrated by a very large number of examples from the life of business, which facilitate reading. | business, concept | https://www.eyrolles.com/Entreprise/Livre/servuction-9782840740339/ |
| Service Design | Gorb, P., & Dumas, A. | Silent design | Design Studies, 8(3), 150-156 | 1987 | This paper describes the outcomes of a one-year pilot research study and outlines the routes for the two-year wider study to follow. The research was prompted by the growing interest in the UK in design and its contribution to business performance, and the need to replace anecdote about ‘best practice’ in organizing and utilizing design, with information about more ‘general’ practice. After defining design as ‘a course of action for the development of an artefact’ and suggesting that design activity pervades organizations, the paper describes the methodology used to examine how design is organized. Using matrices to explore the interaction of design with other business functions the report suggests that ‘silent design’ (that is design by people who are not designers and are not aware that they are participating in design activity) goes on in all the organizations examined, even those which have formal design policies and open design activities. It is the scope and nature of ‘silent design’, and its conflict and/or cooperation with formal design activity, which will form the basis for the hypothesis on which the wider investigation will be built. | design activity, methodology, interaction with non-designers | https://www.sciencedirect.com/science/article/pii/0142694X87900378 |
| Public Sector Innovation | Freeman C | Technology policy and economic performance: lessons from Japan | Pinter, London | 1987 | The author argues that technical and related social innovations are the main source of dynamism and instability in the world economy and that technological capacity is the competitive strength of firms and nations. The book starts by comparing international long-term trends in R & D, technology and basic science, and permits the Case of Japan to be evaluated, especially technology gaps and institutional innovations. The experience with technological forecasting in Japan and the international field provides for a description of the Japanese national system of innovation and the information technology paradigm. Chapter 4 identifies Technology Gaps and their effects on International Trade and Long Waves in economic performance leading to the fmal chapter which instances Technology Policies in the United Kingdom. There are comprehensive references and an Index. | social innovation, world economy, technology, Japan, United Kingdom | https://books.google.com/books/about/Technology_policy_and_economic_performan.html?id=rA20AAAAIAAJ |
| Public Sector Innovation | Hughes T.P. | The evolution of large technological systems | Bijker W.E., Hughes T.P., Pinch T. (Eds.) The Social Construction of Technological Systems. New Directions in the Sociology and History of Technology, MIT Press, pp. 51-82 | 1987 | For the last two decades the study of technical innovation systems has been a regular practice. It has thus become a specific field in which different approaches are constantly emerging. Its importance derives not only from the needs of the productive sector in its search for new markets and opportunities, but also from the fact that the formulation of public policies that will foster growth, employment and income depends on its comprehension. In spite of the efforts made to understand innovation systems as socio-technical systems, emphasis was laid on how to create new market opportunities and improve competitiveness, disregarding a proper understanding of the global dynamics of growth. This was pushed into the background by the belief that only good microeconomic results will lead to good macroeconomic ones. Thus, the complex and eVolutionary perspective of the relationship between urbanization, growth, technological change and macroeconomic structural changes has been ignored. This paper attempts to further explore and analyse this topic by dealing with a series of issues: firstly, the effects of the decline in urban population growth on the use of productive capacity in several important sectors; secondly, structural changes in product composition caused by the saturation of urbanization processes and its effect on the behavior of productive units, and finally, the effects of shorter lifecycles of products on income distribution. The whole perspective is useful to outline the global context in which socio-technical systems develop and the challenges faced when testing their capacity to provide solutions for labor and poverty-related problems. | Evolution, large technological, systems | https://books.google.es/books?hl=es&lr=&id=SUCtOwns7TEC&oi=fnd&pg=PA51&dq=The+evolution+of+large+technological+systems&ots=RxwCWObn-s&sig=2dRl5rJsMvLCaiTyZvLHletkMmw#v=onepage&q=The%20evolution%20of%20large%20technological%20systems&f=false |
| Service Design | M.J. Lanning and E.G. Michaels. | A business is a value delivery system | McKinsey Staff Paper, 41 | 1988 | A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition (PMI, 2013) states, “through the effective use of portfolio, program, and project management, organizations will possess the ability to employ reliable, established processes to meet strategic objectives and obtain greater business value from their project investments.” In other words, the whole purpose for project management (as well as portfolio and program management) is to execute work that provides increased “value” to the business or customer. If an organization does not realize increased business value as a result of sponsoring a project, then the project will not (or should not) be pursued. Thus, the most important aspect of project management is “delivering business value to the customer.” As a means to realize this aspect, a project manager must foster a project environment that focuses on delivering the identified business value. This paper explores the necessity of identifying and ultimately delivering value to the customer of the project. Although the author recognizes that some projects are humanitarian in nature and deliver value that cannot be measured in business terms, this paper will focus on business-related projects. Recognize, however, that a project (business-related or not) must always deliver “value” to the customer; otherwise, that project should not be performed. For this reason, consider the premise of this paper valid for all types of projects. Additionally, the author recognizes that measuring business value is as unique as the organization; therefore, this paper will not attempt to identify a specific technique for measuring increased business value that a project produces. | Business, value delivery system | https://indico.cern.ch/event/761333/attachments/1739512/2815925/EMU_VP.pdf |
| Public Sector Innovation | Potter, J | Consumerism and the public sector: how well does the coat fit? | Public administration (London) | 1988 | Consumerism attempts to redress the imbalance of power that exists between those who produce goods and services, and those for whom they are provided. To achieve this end, five basic principles have been evolved which seek to improve consumers' access, choice, information, redress and representation. The article examines the relevance of these principles to services provided by local government and the health service. Its conclusion – that they are useful but not necessarily enough – is perhaps surprising, given the author's concern to place consumers' interests centre stage in discussions about what public services are for, and how they should be run. The article then considers whether the messages of consumerism are reaching their mark, and finally points to those issues which managers of public services – both politicians and professionals – must face if consumerism is to leave a legacy of real value. | citizens' power, consumerism, service access, local government, health | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.1988.tb00687.x |
| Public Sector Innovation | Lundvall B.A. | National systems of innovation: towards a theory of innovation and interactive learning | Lundvall B.A. (Ed.) The Learning Economy and the Economics of Hope, Anthem Press, pp. 85-106 | 1988 | In this paper, we establish a framework for analyzing knowledge integration across organizations in the context of innovation clustering. In order to pinpoint the process of national innovation clustering and the internal process of knowledge integration, we view innovation clustering project from a systematic perspective. Based on multiple case studies of typical innovation clustering projects, this study identified multi-dimensional innovation clustering capacity of dominant firm, and established process model of innovation clustering involving innovation capability and knowledge integration. The results show that the perfect matching of innovation clustering capacity and the process of knowledge integration in the whole life cycle of innovation clustering is the key to innovation performance, and the dominant firm centered national innovation system needs the synergy of innovation clustering capability of dominant firm and efficient process of knowledge integration to integrate resources of all subjects and enhance innovative capability of whole system. | National systems , theory innovation, interactive learning | https://www.jstor.org/stable/j.ctt1gxp7cs |
| Social Innovation | Jarillo, C. | On strategic networks | Strategic Management Journal, 9, p. 31-41 | 1988 | In parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength. This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined. | Strategic networks | https://doi.org/10.1002/smj.4250090104 |
| Service Design | B. Levitt and J.G. March. | Organizational learning | Annual Review of Sociology, 14:319–340 | 1988 | This paper reviews the literature on organizational learning. Organizational learning is viewed as routine-based, history-dependent, and target-oriented. Organizations are seen as learning by encoding inferences from history into routines that guide behavior. Within this perspective on organizational learning, topics covered include how organizations learn from direct experience, how organizations learn from the experience of others, and how organizations develop conceptual frameworks or paradigms for interpreting that experience. The section on organizational memory discusses how organizations encode, store, and retrieve the lessons of history despite the turnover of personnel and the passage of time. Organizational learning is further complicated by the ecological structure of the simultaneously adapting behavior of other organizations, and by an endogenously changing environment. The final section discusses the limitations as well as the possibilities of organizational learning as a form of intelligence. | Organizational learning | https://www.annualreviews.org/doi/abs/10.1146/annurev.so.14.080188.001535 |
| Service Design | Levitt B. and March J.G. | Organizational Learning | Annual Review of Sociology | 1988 | This paper reviews the literature on organizational learning. Organizational learning is viewed as routine-based, history-dependent, and target-oriented. Organizations are seen as learning by encoding inferences from history into routines that guide behavior. Within this perspective on organizational learning, topics covered include how organizations learn from direct experience, how organizations learn from the experience of others, and how organizations develop conceptual frameworks or paradigms for interpreting that experience. The section on organizational memory discusses how organizations encode, store, and retrieve the lessons of history despite the turnover of personnel and the passage of time. Organizational learning is further complicated by the ecological structure of the simultaneously adapting behavior of other organizations, and by an endogenously changing environment. The final section discusses the limitations as well as the possibilities of organizational learning as a form of intelligence. | organizational learning, behavior, experience, paradigms | https://www.annualreviews.org/doi/abs/10.1146/annurev.so.14.080188.001535 |
| Public service value co creation | Hood, C, Dunsire, A, & Thomson, L | Rolling Back The State: Thatcherism, Fraserism and Bureaucracy | Governance | 1988 | This article compares the efforts of two right-of-center governments to cut back public bureaucreacy, by looking at some indices which show us how these attempts worked out in practice. | public cut, state | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1468-0491.1988.tb00065.x |
| Social Innovation | Vandermerwe S. and Rada J. | Servitization of Business: Adding Value by Adding Services | European Management Journal, 6 (4), p. 314-24 | 1988 | More and more corporations throughout the world are adding value to their core corporate offerings through services. The trend is pervading almost all industries, is customer demand-driven, and perceived by corporations as sharpening their competitive edges. Modern corporations are increasingly offering fuller market packages or “bundles” of customer-focussed combinations of goods, services, support, self-service, and knowledge. But services are beginning to dominate. This movement is termed the “servitization of business” by authors Sandra Vandermerwe and Juan Rada, and is clearly a powerful new feature of total market strategy being adopted by the best companies. It is leading to new relationships between them and their customers. Giving many real-life examples, the authors assess the main motives driving corporations to servitization, and point out that its cumulative effects are changing the competitive dynamics in which managers will have to operate. The special challenge for top managers is how to blend services into the overall strategies of the company. | business, services, value | https://www.sciencedirect.com/science/article/abs/pii/0263237388900333 |
| Public service value co creation | Glendinning, R | The Concept of Value for Money | International Journal of Public Sector Management | 1988 | The Concept of Value for Money (VFM) in everyday life is easily understood: not paying more for a good or service than its quality or availability justify. In relation to public spending it implies a concern with economy (cost minimisation), efficiency (output maximisation) and effectiveness (full attainment of the intended results). But what values are realised by the activities of public sector organisations? Whose values are they and how are they to be measured? The practical conclusion is that policy makers must frame precise aims so that at least there are some criteria with which to compare results. | Concept, value, money | https://doi.org/10.1108/eb002926 |
| Digital Transformation | Simon, Herbert A. | The science of design: creating the artificial | Design Issues, 67-82 | 1988 | Science of design, artificial | https://doi.org/10.2307/1511391 | |
| Digital Transformation | Hakansson H. | Corporate technological behavior, cooperation and networks | London: Routledge | 1989 | Efficient technological strategy relies on an understanding of the networks, both formal and informal between suppliers, producers and customers. This book provides the first, detailed study of these cooperation profiles. | Corporate technological behavior, cooperation, networks | https://www.nttdocomo.co.jp/english/binary/pdf/corporate/technology/rd/technical_journal/bn/vol9_3/vol9_3_062en.pdf |
| Public service value co creation | Frederickson, H.G. | Special Issue: Minnowbrook II: changing epochs of Public Administration | Public Administration Review | 1989 | Minnowbrook II was designed to compare and contrast the changing epochs of public administration. | public administration | https://www.jstor.org/stable/i240039 |
| Public service value co creation | Wallace Ingraham, P. and Rosenbloom, D.H. | The new public personnel and the new public service | Public Administration Review | 1989 | The New Public Administration sought a public service whose legitimacy would be based, in part, on its promotion of “social equity.” Since 1968, several personnel changes congruent with the New Public Administration have occurred: traditional managerial authority over public employees has been reduced through collective bargaining and changes in constitutional doctrines; the public service has become more socially representative; establishing a representative bureaucracy has become an important policy goal; more emphasis is now placed on employee participation in the work place; and legal changes regarding public administrators’ liability have promoted an “inner check” on their behavior. At the same time, however, broad systemic changes involving decentralization and the relationship between political officials and career civil servants have tended to undercut the impact of those changes in personnel. The theories of Minnowbrook I, therefore, have proven insufficient as a foundation for a new public service. Grounding the public service's legitimacy in the U.S. Constitution is a more promising alternative and is strongly recommended. The New Public Administration, like other historical calls for drastic administrative change in the United States, sought to develop a new basis for public administrative legitimacy. Earlier successful movements grounded the legitimacy of the public service in high social standing and leadership, representativeness and close relationship to political parties, or in putative political neutrality and scientific managerial and technical expertise. To these bases, the New Public Administration sought to add “social equity.” As George Frederickson explained, “Administrators are not neutral. They should be committed to both good management and social equity as values, things to be achieved, or rationales. “(1) Social equity was defined as “includ[ing] activities designed to enhance the political power and economic well being of … [disadvantaged] minorities.” It was necessary because “the procedures of representative democracy presently operate in a way that either fails or only very gradually attempts to reverse systematic discrimination against” these groups.(2) Like the Federalists, the Jacksonians, and the civil service reformers and progressives before it, the New Public Administration focused upon administrative reform as a means of redistributing political power.(3) Also, like these earlier movements, the New Public Administration included a model of a new type of public servant. This article sets forth that new model and considers the extent to which the major changes that have actually taken place in public personnel administration since 1968 are congruent with it. We find that while contemporary public personnel reflects many of the values and concerns advanced by the New Public Administration, substantial changes in the political environment of public administration have frustrated the development of a new public service that would encompass the larger goals and ideals expressed at Minnowbrook I. Building on the trends of the past two decades, this article also speculates about the future. Our conclusion is that ultimately the public service's legitimacy must be grounded in the Constitution. Although its focus is on macro-level political and administrative developments, the broad changes it discusses provide the framework from which many contemporary personnel work-life issues, such as pay equity and flexitime, have emerged. | New Public Administration, legitimacy, public servants, public services, | https://www.tandfonline.com/doi/abs/10.1080/01900699808525330 |
| Service Design | Strauss, A., & Corbin, J. | Basics of qualitative research. | Sage publications. | 1990 | Offering immensely practical advice, Basics of Qualitative Research, Fourth Edition presents methods that enable researchers to analyze, interpret, and make sense of their data, and ultimately build theory from it. Authors Juliet Corbin and Anselm Strauss (late of the University of San Francisco and co-creator of grounded theory) walk readers step-by-step through the research process—from the formation of the research question through several approaches to coding, analysis, and reporting. Packed with definitions and illustrative examples, this highly accessible book concludes with chapters that present criteria for evaluating a study, as well as responses to common questions posed by students of qualitative research. New end-of-chapter “Insider Insights” contributed by qualitative researchers give readers a sense of what it’s like to work in the field. Significantly revised, this Fourth Edition remains a landmark volume in the study of qualitative methods | qualitative research, methodology, data, approaches | https://us.sagepub.com/en-us/nam/basics-of-qualitative-research/book235578 |
| Service Design | T.K. Lant and S.J. Mezias. | Managing discontinuous change: A simu- lation study of organizational learning and entrepreneurship | Strategic Management Journal, 11:147–179 | 1990 | Established firms face the challenge of managing entrepreneurial strategies in order to respond effectively to major environmental changes. This paper uses a simulation methodology to explore the effectiveness of several entrepreneurial strategies in established organizations when they are faced with a fundamental restructuring of their environment. The simulated organizations are characterized by high and low levels of entrepreneurial activity and three types of entrepreneurial strategies fixed, imitative, and adaptive. The behavior of these organizations is guided by the assumptions of an organizational learning model. The results of the simulation indicate that, given the assumptions of a learning model, there are several lessons that established organizations should consider in managing entrepreneurial strategy. First, there are important organizational implications under different levels of ambiguity Second, lessons learned from past experience can often result in learning traps when the environment changes. Finally, conceptualizing organizations as characterized by different entrepreneurial strategies and different levels of entrepreneurship provides a theoretically useful description of differential outcomes in terms of performance, growth, and the probability of failure. | Discontinuous change, organizational learning, entrepreneurship | https://www.jstor.org/stable/2486675 |
| Public Sector Innovation | Powell, W.W. | Neither market nor hierarchy: network forms of organization | Research in Organizational Behavior 12: 295-336 | 1990 | Article du périodique annuel Research in Organizational Behavior qui traite d'essais analytiques et de revues critiques dans le domaine des organisations. Il correspond au volume 12 publié en 1990. | Market, hierarchy, network forms of organization | |
| Digital Transformation | Perry, J. L., & Wise, L. R. | The motivational bases of public service | Public Administration Review, 50, 367-373 | 1990 | Motivational bases, public service | https://www.researchgate.net/profile/Patricia-Ingraham/publication/229476704_Performance_Promises_to_Keep_and_Miles_to_Go/links/5eee604d92851ce9e7f52f27/Performance-Promises-to-Keep-and-Miles-to-Go.pdf | |
| Public service value co creation | Hood, C. | A public management for all seasons? | Public Administration | 1991 | This article discusses: the doctrinal content of the group of ideas known as ‘new public management’(NPM); the intellectual provenance of those ideas; explanations for their apparent persuasiveness in the 1980 s; and criticisms which have been made of the new doctrines. Particular attention is paid to the claim that NPM offers an all‐purpose key to better provision of public services. This article argues that NFM has been most commonly criticized in terms of a claimed contradiction between ‘equity’ and ‘efficiency’ values, but that any critique which is to survive NPM's claim to ‘infinite reprogrammability’ must be couched in terms of possible conflicts between administrative values. The conclusion is that the ESRC'S Management in Government’ research initiative has been more valuable in helping to identify rather than to definitively answer, the key conceptual questions raised by NPM. | New, public management, public services, public value | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.1991.tb00779.x |
| Public Sector Innovation | J.H. Holland and J.H. Miller. | Artificial adaptive agents in economic theory | The American Economic Review, 81:365–370 | 1991 | Build assessments you can really use | Unlock the how, when, what, and why Watch your system become greater than its parts by building local capacity through common language and deeper knowledge of assessment components. For years, educators have turned to the Hess Cognitive Rigor Matrices (CRM). Now for the first time, the modules are packaged into one resource to help you evaluate the quality and premise of your current assessment system. Designed as a professional development guide for long-term use by school leaders, five content-rich, topic-based modules: • Offer field-tested, teacher-friendly strategies for local school test development • Can be used for individual or professional development opportunities • Allow for sequential or non-sequential use | Artificial adaptive agents, economic theory | https://www.jstor.org/stable/2006886 |
| Social Innovation | Holland J.H. Miller J.H. | Artificial Adaptive Agents in Economic Theory | American Economic Review, vol. 81, pp. 365-370 | 1991 | A theory of complex adaptive systems based on artificial adaptive agents (AAA) makes possible the development of well-defined, yet flexible, models that exhibit emergent behavior. Such models can capture a wide range of economic phenomena precisely, even though the development of a general mathematical theory of complex adaptive systems is stil in its early stage. The AAA models complement current theoretical directions; they are not intended as a substitute. Many of the most interesting questions concern points of overlap between AAA models and classical theory, it must include verified results of that theory in a way reminiscent of the way in which the formalism of general relativity includes the powerful results of classical physics. | adaptive systems, models, economics, mathematical theory | https://www.jstor.org/stable/2006886?seq=1#page_scan_tab_contents |
| Service Design | Friedland R. and Alford R.R. | Bringing society back in: symbols, practices, and institutional contradictions | In 'The New Institutionalism in Organizational Analysis. University of Chicago Press'; Chicago | 1991 | The social sciences are in the midst of a theoretical retreat from society. The retreat has taken two paths, one toward the utilitarian individual and the other toward the power-oriented organization. In this chapter we argue to the contrary, that it is not possible to understand individual or organizational behavior without locating it in a societal context. But to posit the exteriority of society in a nonfunctionalist, nondeterminist manner requires an alternative conception of society as an interinstitutional system. We conceive of institutions as both supraorganizational patterns of activity through which humans conduct their material life in time and space, and symbolic systems through which they categorize that activity and infuse it with meaning. | social sciences, individual, organization, context, system | https://www.researchgate.net/publication/238198697_Bringing_Society_Back_In_Symbols_Practices_and_Institutional_Contradictions |
| Public service value co creation | Meuser M. and Nagel U. | Expertlnneninterviews—vielfach erprobt wenig bedacht. | In 'Qualitativ-empirische sozialforschung'; Springer. | 1991 | In various research projects, we have worked with the open-ended, guide-oriented interview with experts and found that we had to operate methodically on a less well-tended terrain. This almost completely applies to evaluation problems. In the - sparse - literature on expert interviews, questions of field access and interviewing are mainly dealt with. The question of how "methodically controlled understanding of others" (see Schütze et al 1973) can be accomplished in the context of expert interviews remains completely open. The purpose of this article is to address some questions regarding the methodology of the expert interview. The empirical material to which we refer comes from research projects that we have carried out or are currently working on. The evaluation process that we will present (see Chapter 4) has been developed from our own research practice, which in turn has its origin in the literature on qualitative and interpretive social research. | expert interviews, methodology, research, empirical evidence | https://link.springer.com/chapter/10.1007/978-3-322-97024-4_14 |
| Service Design | J.G. March. | Exploration and exploitation in organizational learning | Organization Science, 2:71–87 | 1991 | This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed. | Exploration, exploitation, organizational learning | https://doi.org/10.1287/orsc.2.1.71 |
| Social Innovation | Gagon C. and Klein J.L. | Le partenariat dans le développement local : tendances actuelles et perspectives de changement social | Cahiers de Géographie du Québec | 1991 | In a context of globalization of the economic sphere and of territorialisation of the social, the concept of partnership has a new meaning. After the era of consultation, partnership at the local level is increasingly becoming one of the social forms of social change. This change would be characterized by a refocusing of social relations around the territory, by a consensus of all the social actors around the local partnership. At least this is an hypothesis that the authors develop from a regulatory approach. The review of about a hundred writings on the partnership allows the authors to draw some examples of partnership in post-industrial societies, to define the role of social actors, to make a typology of forms of partnership at the local level and finally set the conditions for a fair partnership. Finally, the authors describe the challenges posed by this "partnership" management of the social for policy makers and for local development policies. | regulation, social relations, social contract, social change, forms of partnership, local development | https://www.erudit.org/fr/revues/cgq/1991-v35-n95-cgq2667/022177ar.pdf |
| Social Innovation | DeBresson C. and F. Amesse. | Networks of innovators: A review and introduction to the issue | Research Policy 20 (5): 363-379 | 1991 | Networks of innovators, review, introduction | https://doi.org/10.1016/0048-7333(91)90063-V | |
| Social Innovation | Freeman, C. | Networks of innovators: a synthesis of research issues | Research Policy 20 (5): 499-514 | 1991 | This paper will first summarise some key findings of empirical research in the 1960s on the role of external sources of scientific, technical and market information in successful innovation by business firms. This work demonstrated unambiguously the vital importance of external information networks and of collaboration with users during the development of new products and processes. Moreover, the dilemmas of cooperative research in competitive industries were recognised and studied long ago [35,62,76]. What then is new about the present wave of interest in “networks of innovators”? Are there new forms of organisation or new technologies or new policies which justify renewed research efforts since they go beyond those developments already analysed in earlier empirical and theoretical work? Section 2 reviews the evidence of new developments in the 1980s in industrial networks, regional networks and government-sponsored innovative activities. It shows that there has indeed been a major upsurge of formal and semi-formal flexible “networks” in the 1980s, including some new types of network. It also shows that some older forms of research cooperation have been modified and transformed. The papers at Montreal largely concentrated on the role of regional supplier networks, which are a good example of such “new wine in old bottles”. This paper attempts to locate the regional network discussion within a wider context of new developments in networking. Section 3 discusses the causes of these new developments and whether they are likely to remain a characteristic of national and international innovation systems for a long time to come, or prove to be a temporary upsurge to be overtaken later by a wave of take-overs and vertical integration. Finally, section 4 sums up some of the other key issues which require further research and debate, and the implications for social science theory. | Networks of innovators, synthesis, research issues | https://doi.org/10.1016/0048-7333(91)90072-X |
| Digital Transformation | Carlsson B. and Stankiewicz R. | On the nature function and composition of technological system | Journal of evolutionary economics, 1 (2), p. 93-118 | 1991 | This paper suggests that the economic growth of countries reflects their developmental potential which, in turn, is a function of the technological systems in which various economic agents participate. The boundaries of technological systems may or may not coincide with national borders and may vary from one techno-industrial area to another. The central features of technological systems are economic competence (the ability to develop and exploit new business opportunities), clustering of resources, and institutional infrastructure. A technological system is defined as a dynamic network of agents interacting in a specific economic/industrial area under a particular institutional infrastructure and involved in the generation, diffusion, and utilization of technology. Technological systems are defined in terms of knowledge/competence flows rather than flows of ordinary goods and services. In the presence of an entrepreneur and sufficient critical mass, such networks can be transformed into development blocks, i.e. synergistic clusters of firms and technologies which give rise to new business opportunities. | technology, innovation systems, development blocks, networks, economic competence | https://link.springer.com/article/10.1007/BF01224915 |
| Service Design | Hollins, G., & Hollins, B. | Total Design: managing the design process in the service sector | Pearson Education; London. | 1991 | Explaining how service products should be designed and how this design process should be managed, the author identifies areas where problems most commonly occur. The book includes the findings of the first research undertaken on the step-by-step process of the design management of service products. | design process, services, management | https://www.amazon.es/Total-Design-Managing-Process-Service/dp/0273033387 |
| Service Design | Hollins, G., & Hollins, B. | Total Design: managing the design process in the service sector | London: Pitman | 1991 | Design, service sector | https://article-lib.bitbucket.io/01-willy-hoppe-10/9780273033387-total-design-managing-the-design-process-in-the--ebook.pdf | |
| Public Sector Innovation | Lovelock C. | A basic toolkit for service managers | Lovelock C. (ed) Managing services, Englewood Cliffs, New Jersey: Prentice-Hall International editions, p. 17-30 | 1992 | This article argues that political participation is shaped by locally distinctive ‘rules-in-use’, notwithstanding the socio-economic status or level of social capital in an area. It recognizes that the resources available to people, as well as the presence of social capital within communities, are potential key determinants of the different levels of local participation in localities. However, the article focuses on a third factor – the institutional rules that frame participation. Levels of participation are found to be related to the openness of the political system, the presence of a ‘public value’ orientation among local government managers, and the effectiveness of umbrella civic organizations. Whereas resources and social capital are not factors that can be changed with any great ease, the institutional determinants of participation are more malleable. Through case study analysis, the article shows how actors have shaped the environment within which citizens make their decisions about engagement, resulting in demonstrable effects upon levels of participation | Basic toolkit, service managers | https://doi.org/10.1111/j.1467-9299.2006.00601.x |
| Service Design | T.K. Lant and S.J. Mezias. | An organizational learning model of conver- gence and reorientation | Organizational Science, 3:47–71 | 1992 | A critical challenge facing organizations is the dilemma of maintaining the capabilities of both efficiency and flexibility. Recent evolutionary perspectives have suggested that patterns of organizational stability and change can be characterized as punctuated equilibria (Tushman and Romanelli 1985). This paper argues that a learning model of organizational change can account for a pattern of punctuated equilibria and uses a learning framework to model the tension between organizational stability and change. A simulation methodology is used to create a population of organizations whose activities are governed by a process of experiential learning. A set of propositions is examined that predict how patterns of organizational change are affected by environmental conditions, levels of ambiguity, organizational size, search rules, and organizational performance. Implications of this learning model of convergence and reorientation for theory and research are discussed. | Organizational learning model, convergence, reorientation | https://doi.org/10.1287/orsc.3.1.47 |
| Living Labs | Grupp, H. & U. Schmoch. | At the Crossroads in Laser Medicine and Polyimide Chemistry. Patent Assessment of the Expansion of Knowledge | Pp 269-302 in H. Grupp (Ed.). Dynamics of Science-based Innovation. Berlin, Germany: Springer | 1992 | Investments in R&D are always precarious, because both the technological and even more the commercial success are not certain. On the other hand, not investing in R&D involves the risk of a complete failure of an enterprise. There is a great need to develop tools for strategic R&D management. One of the difficult problems of R&D planning is the question, under which circumstances the results of basic research are needed and, if so, how are they successfully transferred into a broader technical application. In order to work on these particular problems, both the previous and this chapter describe the knowledge interface between science and technology by bibliometric and patent indicators, wherein the bibliometric studies were presented in chapter 8 and the patent analysis in this chapter (for a more detailed treatment of methods and results see Grupp, Reiss & Schmoch (1990); a methodological stand-alone version not referring to the other chapters of this volume has been published by Schmoch (1991)). | Crossroads medicine, polyimide chemistry, expansion knowledge | http://www.gbv.de/dms/zbw/769279376.pdf |
| Public Sector Innovation | Niosi J., Bellon B., Saviotti P., Crow M. | Les systèmes nationaux d’innovation : à la recherche d’un concept utilisable | Revue Française d’Economie, vol. 7 pp. 215-250 | 1992 | Bertrand Bellon, Jorge Niosi, Paolo Saviotti, Michael Crow Les systèmes nationaux d'innovation : à la recherche d'un concept utilisable. Cet article vise à établir les fondements du concept de système national d'innovation. Le développement économique actuel est marqué par la contradiction entre, d'un côté l'ouverture des frontières nationales entraînant l'égalisation relative des règles de la concurrence ; de l'autre, la différenciation croissante, entre espaces économiques, des stratégies et des résultats qui en découlent. Les comportements des acteurs sont, en effet, d'abord orientées vers la valorisation des spécificités existantes, bien au-delà de l'alignement sur des standards internationaux. La dimension technologique, ou plutôt innovative, redevient une des sources des avantages construits. Le concept de système national d'innovation participe aux théories évolutionnistes, ou plus précisément aux approches cybernétiques, au sens des sciences de la régulation et de la communication entre les hommes ou entre l'homme et la machine. Cet article cherche non seulement à fonder le concept sur le plan théorique, mais propose une méthodologie d'analyse concrète des différents systèmes nationaux d'innovation. [eng] Bertrand Bellon, Jorge Niosi, Paolo Saviotti, Michael Crow National system of innovation: an attempt to determine a concept. This article tends to develop the national system of innovation (NIS) concept. The current worldwide economic game is two folded. On one side, frontiers are increasingly open, which spread out more eavenly among countries the laws of competitiveness. On the other side, economic efficiency heavily depends on the specificities of each territory. Strategies are fully orientated towards the valorization of such specificities. Technology is back as a corner stone of built advantages among nations. The NSI concept is part of the evolutionnist theories. More precisely it belongs to the cybernetic approach of relations between men and between man and the machine. This article does not limit its attempt to the funding of a concept; it proposes an applied methodology for the analysis of specific NSIs. | Systèmes nationaux d’innovation, concept utilisable | DOI:10.3406/rfeco.1992.1305 |
| Public Sector Innovation | Delaunay J.C., Gadrey J. | Services in Economic Thought | Kluwer Academic Publishers | 1992 | The growth of the services sector has profoundly transformed developed societies, their economic characteristics, their occupational structures, and even their political priorities and value systems. No comprehensive theory of his growth exists, but for three centuries a number of major economists and social scientists have sought to analyze and explain its characteristics, dimensions and consequences. This book is the first to survey and evaluate these theoretical contributions on services growth, from the mercantillists and classicists to contemporary works, those beginning with Fisher, Clark and Fourasite, and further developed by Fuchs, Bell, Baumol, Stanback, Gershuny, among others. Throughout this critical survey the major issues raised by the ongoing development of the services are pointed out: Are services a new engine for economic growth or nonproductive' deadweights? How should services be classified in order to better understand their social functions? What about their productivity and possible industrialization? Are services the basis for new social and human relationships? This book helps to shed theoretical light on these current controversies, which are among the most important at the present stage of our economic development. | Services, economic thought | |
| Public Sector Innovation | Kingman-Brundage J. | The ABCs of Service System Blueprinting | Lovelock C. (ed), Managing services, Englewood Cliffs, New Jersey: Prentice-Hall International Editions, p. 96-102 | 1992 | Service is a complex process that too difficult to display in written mode due to its intangibility and abstract. The 3 Ps— People, Process, and Physical evidence—which are called the “service evidence”, this research will use these 3 Ps as the dimensions to measure the service evidence. Froehle and Roth [1] presented five different types of technology role used in the process of customer contact, this research also regard these different types as the different “types of technology role”. Whether it is opportunity or threat for the service organization after the technology used in the service process will be determined by customer’ perception; therefore, this study will measure the value based on the whole perception of customers to service quality (i.e., the five dimensions of service quality for PZB). In other words, the five types of technology role will be regarded as the situational variable, the customers’ value perception to service evidence as the independent variable, and the customers’ perception to whole service quality as the dependent variable in this study. This study is a qualitative exploratory research. The data were collected through the review of mass articles and the discussion of Focus Group members, and then analyzed and inferred the data by induction and deduction methods. Some important research results as followings: 1) A conceptual model of the relationships among “types of technology role”, “service evidence”, and “service quality” is constructed; 2) There are differences existing in different types of technology role which are perceived by customers; 3) Four propositions are submitted based on the implications of the model. Related Articles: | ABCs, service system, blueprinting | https://doi.org/10.1016/j.ejrad.2010.05.008 |
| Public Sector Innovation | Sanger M. B., Levin M. A. | Using Old Stuff in New Ways: Innovation as a Case of Evolutionary Tinkering | Journal of Policy Analysis and Management, 11(1), p. 88-115 | 1992 | We analyze more than 25 successful innovations and innovators and draw three principle lessons. First, innovation does not spring from systematic policy analysis nor is it generally a revolutionary breakthrough. Innovation more often depends upon evolutionary tinkering with existing practices. It results, therefore, from a process of trial and error and experimential learning in the field. Its novelty arises from the assemblage of familiar stuff in new ways. Second, analysis is more useful in shaping effective policy by evaluating it as it develops rather than in choosing between competing policies ahead of time. Third, innovative public managers are entrepreneurial; they take risks with this old stuff, with an opportunistic bias toward action and a conscious underestimating of the bureaucratic and political obstacles their innovations face. We conclude with prescriptions for how public managers ought to be trained and how they ought to behave. | innovation, public management, evolution, entrepreneurship | https://onlinelibrary.wiley.com/doi/abs/10.2307/3325134 |
| Digital Transformation | Boynton, A. C., Jacobs, G. C., & Zmud, R. W. | Whose responsibility is IT management. | Sloan Management Review, 33(4), 32–38 | 1992 | Line managers are increasingly assuming responsibility for planning, building and running information systems that affect their operations. This is forcing organizadons to evaluate how they allocate IT decision-making responsibilities. This paper describes a conceptual framework and an intervention process that can help firms devise and implement an effective IT management architecture. The authors illustrate their methods with real world examples. | information technologies, management, methods, framework | https://www.researchgate.net/profile/Andrew_Boynton2/publication/262233228_Managing_information_technology_just_whose_responsibility_is_it/links/56ec021608aefd0fc1c71fec/Managing-information-technology-just-whose-responsibility-is-it.pdf |
| Service Design | Buchanan, R. (1992). | Wicked Problems in Design Thinking | Design Issues | 1992 | Despite efforts to discover the foundations of design thinking in the fine arts, the natural sciences, or most recently, the social sciences, design eludes reduction and remains a surprisingly flexible activity. No single definition of design, or branches of professionalized practice such as industrial or graphic design, adequately covers the diversity of ideas and methods gathered together under the label. Indeed, the variety of research reported in conference papers, journal articles, and books suggests that design continues to expand in its meanings and connections, revealing unexpected dimensions in practice as well as understanding. This follows the trend of design thinking in the twentieth century, for we have seen design grow from a trade activity to a segmented profession to a field for technical research and to what now should be recognized as a new liberal art of technological culture. | industrial design, graphic design, design engineering, liberal arts education, architectural design, technology, urban design | http://web.mit.edu/jrankin/www/engin_as_lib_art/Design_thinking.pdf |
| Digital Transformation | Ubar, R. | Elektroonika ja Arvutustehnika Vabariiklik Sihtprogramme | 1993 | Estonia’s transition to free-market capitalism and liberal democracy is marked by three distinct features: economic success, digital transformation of its public sector, and a rapid increase and persistence of social inequality in Estonia. Indeed, Estonia has become one of the most unequal societies in Europe. Economic success and increasing social inequality can be explained as different sides of the same coin: a neoliberal policy mix opened markets and allowed globalization to play out its drama on a domestic stage, creating winners and losers. Yet Estonia has been highly successful in its digital agenda. Particularly interesting is how the country’s public sector led the digital transformation within this highly neoliberal policy landscape. While within economic policy, Estonia did indeed follow the famed invisible hand in rapidly liberalizing markets, in ICT, Estonia seems to have followed an entirely different principle of policymaking. In this domain, policy has followed the principle of the hiding hand, coined by Albert Hirschman: policy-makers sometimes take on tasks they think they can solve without realizing all the challenges and risks involved— and this may result in unexpected learning and creativity. The success of Estonia’s e-government has much to do with the principle of the hiding hand: naïvety and optimism propelled initial ‘crazy ideas’ in the early 1990s to become ingrained in ICT policy, enabling the creation of multiple highly cooperative and overlapping networks that span public–private boundaries. | Elektroonika ja arvutustehnika, vabariiklik sihtprogramme | http://www.ene.ttu.ee/elektriajamid/oppeinfo/materjal/IN660/ELEKTROONIKA%20ja%20j6upooljuhttehnika.pdf | |
| Social Innovation | Dodgson, M. | Learning, trust and technological collaboration | Human Relations 46: 77-95 | 1993 | Companies increasingly collaborate in their technological activities. Collaboration enables firms to learn about uncertain and turbulent technological change, and enhances their ability to deal with novelty. A number of studies reveal the importance for successful collaboration of high levels of inter-personal trust between scientists, engineers, and managers in the different partners. However, these individual relationships are vulnerable to labor turnover and inter-personal difficulties. Using two examples of highly successful technological collaborations, it is argued that the survival of such relationships in the face of these inevitable inter-personal problems requires the establishment of interorganizational trust. Such trust is characterized by community of interest, organizational cultures receptive to external inputs, and widespread and continually supplemented knowledge among employees of the status and purpose of the collaboration. | Learning, trust, technological collaboration | https://doi.org/10.1177/001872679304600106 |
| Digital Transformation | Amabile, T. M. | Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace | Human Resource Management Review, 3, 185-201 | 1993 | The foundation for a model of motivational synergy is presented. Building upon but going beyond previous conceptualizations, the model outlines the ways in which intrinsic motivation (which arises from the intrinsic value of the work for the individual) might interact with extrinsic motivation (which arises from the desire to obtain outcomes that are apart from the work itself). In a modification of the prevailing psychological view that extrinsic motivation undermines intrinsic motivation, this conceptualization proposes that certain types of extrinsic motivation can combine synergistically with intrinsic motivation, particularly when initial levels of intrinsic motivation are high. Such synergistic motivational combinations should lead to high levels of employee satisfaction and performance. Two mechanisms are proposed for these combinations: extrinsics in service of intrinsics, and the motivation-work cycle match. Personality and work-environment influences on motivation are discussed, and implications are outlined for management practice and management development. | Motivational synergy, intrinsic, extrinsic, motivation, workplace | https://doi.org/10.1016/1053-4822(93)90012-S |
| Digital Transformation | Schuler, Douglas & Namioka, Aki (Ed.). | Participatory design: Principles and practices | CRC Press | 1993 | The voices in this collection are primarily those of researchers and developers concerned with bringing knowledge of technological possibilities to bear on informed and effective system design. Their efforts are distinguished from many previous writings on system development by their central and abiding reliance on direct and continuous interaction with those who are the ultimate arbiters of system adequacy; namely, those who will use the technology in their everyday lives and work. A key issue throughout is the question of who does what to whom: whose interests are at stake, who initiates action and for what reason, who defines the problem and who decides that there is one. The papers presented follow in the footsteps of a small but growing international community of scholars and practitioners of participatory systems design. Many of the original European perspectives are represented here as well as some new and distinctively American approaches. The collection is characterized by a rich and diverse set of perspectives and experiences that, despite their differences, share a distinctive spirit and direction -- a more humane, creative, and effective relationship between those involved in technology's design and use, and between technology and the human activities that motivate the technology. | Participatory design, principles, practices | https://repositories.lib.utexas.edu/bitstream/handle/2152/28277/SpinuzziTheMethodologyOfParticipatoryDesign.pdf |
| Public service value co creation | Bacot, H., McCabe, A.S., Fitzgerald, M.R., Bowen, T. and Folz, D.H. | Practicing the politics of inclusion: citizen surveys and the design of solid waster recycling programs | American Review of Public Administration | 1993 | This study presents a framework for applying and interpreting citizen surveys to formulate community recycling programs. Viewed as a coproduced service, a recycling program's success depends on strong and sustained public support and participation. We find that knowing citizen opinions and attitudes toward recycling can help public managers maximize citizen participation in recycling. This analysis supports the value of conducting citizen opinion surveys as part of the recycling program design. Furthermore, such surveys are useful management tools for learning local opinions and attitudes that can be used to improve program design and sustain citizen participation in a community recycling program. | co-production, participation, opinion surveys | https://journals.sagepub.com/doi/10.1177/027507409302300103 |
| Public Sector Innovation | DeMaio et al. | Protocol for pretesting demographic surveys at the Census Bureau | Bureau of the Census, Washington D.C | 1993 | The Census Bureau is interested in increasing the amount of pretesting performed on the surveys it conducts and also encouraging the use of recent innovations in pretesting activities. To this end, an interdivisional committee was established within the Bureau to experiment with alternative pretesting activities for surveys in the demographic area and to produce a monograph that develops guidelines for pretesting questionnaires, and specifies a range of pretesting options based on the amount of time and resources available. This monograph covers the following pretest methods: cognitive interviewing techniques, focus groups, behavior coding and analysis, respondent debriefing, interviewer debriefing, split panel tests, and item nonresponse and response distribution analysis. It provides overviews of the methods themselves as well as a discussion of issues involved in their use (e.g., time and cost, study design, reporting of results). It also presents three case studies of the use of these methods in pretesting demographic surveys. | Demographic, census bureau | https://www.census.gov/content/dam/Census/library/working-papers/1993/adrm/sm93-04.pdf |
| Public service value co creation | Osborne D. and Gaebler T. | Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector | Reading, MA: Addison-Wesley | 1993 | "Reinventing government" details the most revolutionary idea of our time-an idea whose time has come. Its authors give proof positive that government does not have to be a gigantic and inefficient bureaucracy. Instead, it can govern in the true sense of the word, by tapping the tremendous power of the entrepreneurial process and the force of the free market. In case after case, the authors show how this approach already has proven its worth all over the country-in schools, in slums, in sanitation, in a host of other areas where enterprising and innovative public officials have delivered a far bigger public service bang for every budgeted buck. To cut taxes and improve services at the same time may seem too good to be true. Yet now we have in our hands a way to make it come true-if we and politicians of all parties and persuasions read it and use it. | governance, entrepreneurial process, public services | https://books.google.com.mx/books/about/Reinventing_Government.html?id=7qyp_EcJuZoC&redir_esc=y |
| Service Design | Cross, N. | Science and design methodology: a review. | Research in Engineering Design, 5(2) | 1993 | Design methodology has always seemed to have a problematic relationship with science. The “design methods movement” started out with intentions of making design more “scientific”, but the more mature field of design methodology has resulted in clarifying the differences between design and science. This paper reviews the relatively short history of design methodology and its relationship with science, maps out some of the major themes that have sustained it, and tries to establish some agreed understanding for the concepts of scientific design, design science and the science of design. | Design methodology, Design science, Science of design | https://link.springer.com/article/10.1007/BF02032575 |
| Service Design | D.H. Kim. | The link between individual and organizational learning | Sloan Management Review, pages 37–50 | 1993 | The relationship between individual and organizational learning remains one of the contested issues in organizational learning debates. This article provides new evidence about the relationship between individual and organizational learning and presents empirical findings exploring the learning practices of individual managers. The discussion reveals the psychosocial dimensions of learning as a process that transcends across multiple levels and units of analysis. The analysis of the relationship between individual and organizational learning highlights the multiple and interlocking contexts that define the content and process of learning in organizations, the politics of learning at work and the institutional identity of individuals’ learning as a reflection of organizational learning (or lack of it). The article concludes with a review of the implications of the findings for future research on learning in organizations and the way we study the relationship between individual and organizational learning | Link, individual learning, organizational learning | https://doi.org/10.1177%2F1350507606070220 |
| Service Design | D.A. Levinthal and J.G. March. | The myopia of learning | Strategic Man- agement Journal, 14:95–112 | 1993 | Organizational learning has many virtues, virtues which recent writings in strategic management have highlighted. Learning processes, however, are subject to some important limitations. As is well-known, learning has to cope with confusing experience and the complicated problem of balancing the competing goals of developing new knowledge (i.e., exploring) and exploiting current competencies in the face of dynamic tendencies to emphasize one or the other. We examine the ways organizations approach these problems through simplification and specialization and how those approaches contribute to three forms of learning myopia, the tendency to overlook distant times, distant places, and failures, and we identify some ways in which organizations sustain exploration in the face of a tendency to overinvest in exploitation. We conclude that the imperfections of learning are not so great as to require abandoning attempts to improve the learning capabilities of organizations, but that those imperfections suggest a certain conservatism in expectations. | Myopia of learning | https://doi.org/10.1002/smj.4250141009 |
| Social Innovation | Hakansson H. and J. Johanson. | The network as a governance structure: interfirm cooperation beyond market and hierarchies | Grabher G. ed. The embedded firm: on the socio-economics of industrial networks, 35-52, London: Routledge | 1993 | Article raises an issue on the differences between the production and retail networks. Taking an account of a network internationalization, these differences become even more profound. Paper provides a literature overview of the scientific approaches to differentiate and typologize the periods of retail internationalization in Europe, as well as the strategies adopted by the respective retail chains. The study provides a comparative analysis of the development process of retail networks in different groups of European countries, with an emphasis on internationalization processes. Results of a comparative study suggest that the Russian retail market in still being at the stage of a rapid development featuring a highly heterogeneous spatial dispersion of retail chains and a diversity of trade formats. The inward internationalization as well as intra-regional networking is rather underdeveloped, while the outward internationalization of the national retail chains requires an active participation in the global distribution channels. | Network, governance structure, cooperation | https://www.oecd.org/science/inno/2100807.pdf |
| Public Sector Innovation | Kauffman S. | The Origins of Order. Self-Organization and Selection in Evolution | Oxford University Press | 1993 | This article is written as a prolegomena, both to a research program, and a forthcoming book discussing the same issues in greater detail (Kauffman, 1991). The suspicion that evolutionary theory needs broadening is widespread. To accomplish this, however, will not be easy. The new framework I shall discuss here grows out of the realization that complex systems of many kinds exhibit high spontaneous order. This implies that such order is available to evolution and selective forces for further molding. But it also implies, quite profoundly, that the spontaneous order in such systems may enable, guide and limit selection. Therefore, the spontaneous order in complex systems implies that selection may not be the sole source of order in organisms, and that we must invent a new theory of evolution which encompasses the marriage of selection and self-organization. | Self-organization, selection evolution | https://doi.org/10.1007/978-94-015-8054-0_8 |
| Public Sector Innovation | S.J. Mezias and M.A. Glynn. | The three faces of corporate renewal: Insti- tution, revolution, and evolution | Strategic Management Journal, 14:77– 101 | 1993 | We examine corporate renewal by taking a structural approach and focusing on the routines and rules that are part of large, established, bureaucratic organizations. We characterize approaches to the management of innovation in terms of three different themes–institutional, revolutional, and evolutional strategies. The first two approaches involve intentional efforts to encourage innovation, either within the current organizational paradigm (institutionalizing innovation) or moving away from it (revolutionary innovation), while the evolutional approach involves less conscious efforts to manage what is viewed as a random, probabilistic process. This paper uses simulation methodology to explore the effectiveness of these strategies on organizational innovation, performance, and resources. The behavior of the simulated organizational units is guided by assumptions of a learning model. Results indicate that innovation strategies sometimes have unintended effects that are both positive and negative in nature. Several lessons on managing innovation are offered. | Faces, corporate renewal, institution, revolution, evolution | https://doi.org/10.1002/smj.4250140202 |
| Digital Transformation | Wistow, G. and Barnes, M. | User involvement in community care: origins, purposes and applications | Public Administration | 1993 | Whilst the drive towards public sector consumerism is intensifying, it is also evident that somewhat different ‘brands’ of consumerism are currently being marketed. This article develops a framework to assist in the disaggregation and understanding of the range of approaches to consumerism currently being pursued in the field of health and social care. Its principal elements concern the ideological origins of consumerism in this field; their purposes; and the forms through which consumer preference are expressed. This framework is applied to the Birmingham Community Care Special Action Project, a major developmental initiative which the authors have been studying. An important area for further investigation is the extent to which users and carers seek to exercise greater collective control over services as opposed to influencing the development of services more responsive to their individual needs. | consumerism, health, social care, services | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.1993.tb00975.x |
| Public Sector Innovation | Arthur W.B. | Why Do things become More complex? | Scientific American, May | 1993 | Things, complex | http://tuvalu.santafe.edu/~wbarthur/Papers/SciAm_Essay1.pdf | |
| Public service value co creation | Terry, L.D. | Why we should abandon the misconceived quest to reconcile public entrepreneurship with democracy | Public Administration Review | 1993 | The author's concept of civic-regarding entrepreneurship is grounded in the notion that a strong theory of citizenship is essential if we are to make public entrepreneurship compatible with democratic principles. Thus, public administrators have an obligation to search for opportunities that allow the citizenry to activerly participate in the public policy process. | citizenship, entrepreneurship, democracy, participation | https://pdfs.semanticscholar.org/c69e/9ad43660a7b599eac3a1ffb9b94c62fe2176.pdf |
| Public Sector Innovation | Gallouj F. | Economie de l’innovation dans les services | L’Harmattan, Paris | 1994 | Cet ouvrage propose une réflexion sur l'articulation entre deux champs importants de l'analyse économique : l'économie des services et l'économie de l'innovation. Si l'innovation technologique, dans son rapport à la production industrielle, est un champ d'étude qui a fait et continue de faire l'objet de travaux nombreux et importants, tel n'est pas le cas de l'innovation relative aux services. Tout se passe comme si le caractère prétendument "immatériel" de ces activités interdisait que l'on se penche sur leur processus d'innovation avec des méthodes d'observation et d'analyse quelque peu fondées. Ainsi, les services continuent-ils d'être perçus négativement en termes d'innovation, de même qu'ils le furent longtemps en tant que secteur économique résiduel. Quand la littérature économique s'intéresse à l'innovation dans les services, c'est, le plus souvent, sur celle d'un autre secteur économique qu'elle porte son attention. L'innovation est en effet définie dans le sens restrictif de l'adoption d'innovations technologiques par les services.Or, l'efficacité de ces activités et leur avenir dépen-dent de ces processus d'innovation. La meilleure compréhen-sion de ceux-ci est un enjeu d'autant plus important que le trait majeur de l'économie contemporaine est sans doute la montée en puissance des activités de service, qui sont désormais largement majoritaires dans l'emploi et la valeur ajoutée. | Economie, services | |
| Digital Transformation | Estonia’s Roadmap to Information Society. | Estonia’s Informatics Council | Estonian | 1994 | Estonia’s , informatics, council | ||
| Digital Transformation | Forrest S. and Jones T. | Modeling complex adaptive systems with echo | In 'Complec systems: mechanisms of adaptation'; IOS Press: Amsterdam. | 1994 | Complex adaptive systems (CAS) consist of many interacting and adapting components. Echo is a computational CAS model in which evolving agents are situated in a resource-limited environment. Different views of the notion of species within Echo are compared to biological experiments on relative species abundance, specifically to Preston's "canonical" lognormal distribution. | CAS, echo, evolving agents, environment | https://pdfs.semanticscholar.org/74f8/9c83c59567552053f49625fe016fe3707133.pdf |
| Social Innovation | Gibbons M., Limoges C., Nowotny H., Schwartzman S., Scott P. and Trow M. | The new production of knowledge: the dynamics of science and research in contemporary societies | Sage, London | 1994 | In this provocative and broad-ranging work, the authors argue that the ways in which knowledge - scientific, social and cultural - is produced are undergoing fundamental changes at the end of the twentieth century. They claim that these changes mark a distinct shift into a new mode of knowledge production which is replacing or reforming established institutions, disciplines, practices and policies. Identifying features of the new mode of knowledge production - reflexivity, transdisciplinarity, heterogeneity - the authors show how these features connect with the changing role of knowledge in social relations. While the knowledge produced by research and development in science and technology is accorded central concern, the authors also outline the changing dimensions of social scientific and humanities knowledge and the relations between the production of knowledge and its dissemination through education. | knowledge, change, science knowledge, humanities knowledge | https://www.amazon.es/New-Production-Knowledge-Contemporary-Societies/dp/0803977948 |
| Digital Transformation | Amabile, T. M., Hill, K. G., Hennessey, B. A., & Tighe, E. M. | The Work Preference Inventory: Assessing intrinsic and extrinsic motivational orientations | Journal of Personality and Social Psychology, 66, 950-967 | 1994 | The Work Preference Inventory (WPI) is designed to assess individual differences in intrinsic and extrinsic motivational orientations. Both the college student and the working adult versions aim to capture the major elements of intrinsic motivation (self-determination, competence, task involvement, curiosity, enjoyment, and interest) and extrinsic motivation (concerns with competition, evaluation, recognition, money or other tangible incentives, and constraint by others). The instrument is scored on two primary scales, each subdivided into 2 secondary scales. The WPI has meaningful factor structures, adequate internal consistency, good short-term test-retest reliability, and good longer term stability. Moreover, WPI scores are related in meaningful ways to other questionnaire and behavioral measures of motivation, as well as personality characteristics, attitudes, and behaviors. (PsycINFO Database Record (c) 2016 APA, all rights reserved) | Work inventory, assessing intrinsic, extrinsic motivational, orientations | |
| Public service value co creation | Babin, B, J, Darden, W, R, & Griffin, M | Work and/or Fun: Measuring Hedonic and Utilitarian Shopping Value | Journal of Consumer Research | 1994 | Consumer researchers' growing interest in consumer experiences has revealed that many consumption activities produce both hedonic and utilitarian outcomes. Thus, there is an increasing need for scales to assess consumer perceptions of both hedonic and utilitarian values. This article describes the development of a scale measuring both values obtained from the pervasive consumption experience of shopping. The authors develop and validate the scale using a multistep process. The results demonstrate that distinct hedonic and utilitarian shopping value dimensions exist and are related to a number of important consumption variables. Implications for further applications of the scale are discussed. | Hedonic, Utilitarian, value | https://doi.org/10.1086/209376 |
| Public Sector Innovation | Kauffman S. | At Home in the Universe | Oxford University Press | 1995 | A major scientific revolution has begun, a new paradigm that rivals Darwin's theory in importance. At its heart is the discovery of the order that lies deep within the most complex of systems, from the origin of life, to the workings of giant corporations, to the rise and fall of great civilizations. And more than anyone else, this revolution is the work of one man, Stuart Kauffman, a MacArthur Fellow and visionary pioneer of the new science of complexity. Now, in At Home in the Universe, Kauffman brilliantly weaves together the excitement of intellectual discovery and a fertile mix of insights to give the general reader a fascinating look at this new science--and at the forces for order that lie at the edge of chaos. We all know of instances of spontaneous order in nature--an oil droplet in water forms a sphere, snowflakes have a six-fold symmetry. What we are only now discovering, Kauffman says, is that the range of spontaneous order is enormously greater than we had supposed. Indeed, self-organization is a great undiscovered principle of nature. But how does this spontaneous order arise? Kauffman contends that complexity itself triggers self-organization, or what he calls "order for free," that if enough different molecules pass a certain threshold of complexity, they begin to self-organize into a new entity--a living cell. Kauffman uses the analogy of a thousand buttons on a rug--join two buttons randomly with thread, then another two, and so on. At first, you have isolated pairs; later, small clusters; but suddenly at around the 500th repetition, a remarkable transformation occurs--much like the phase transition when water abruptly turns to ice--and the buttons link up in one giant network. Likewise, life may have originated when the mix of different molecules in the primordial soup passed a certain level of complexity and self-organized into living entities (if so, then life is not a highly improbable chance event, but almost inevitable). Kauffman uses the basic insight of "order for free" to illuminate a staggering range of phenomena. We see how a single-celled embryo can grow to a highly complex organism with over two hundred different cell types. We learn how the science of complexity extends Darwin's theory of evolution by natural selection: that self-organization, selection, and chance are the engines of the biosphere. And we gain insights into biotechnology, the stunning magic of the new frontier of genetic engineering--generating trillions of novel molecules to find new drugs, vaccines, enzymes, biosensors, and more. Indeed, Kauffman shows that ecosystems, economic systems, and even cultural systems may all evolve according to similar general laws, that tissues and terra cotta evolve in similar ways. And finally, there is a profoundly spiritual element to Kauffman's thought. If, as he argues, life were bound to arise, not as an incalculably improbable accident, but as an expected fulfillment of the natural order, then we truly are at home in the universe. Kauffman's earlier volume, The Origins of Order, written for specialists, received lavish praise. Stephen Jay Gould called it "a landmark and a classic." And Nobel Laureate Philip Anderson wrote that "there are few people in this world who ever ask the right questions of science, and they are the ones who affect its future most profoundly. Stuart Kauffman is one of these." In At Home in the Universe, this visionary thinker takes you along as he explores new insights into the nature of life. | Home, universe | https://www.amazon.com/At-Home-Universe-Self-Organization-Complexity/dp/0195111303 |
| Public service value co creation | Moore, M | Creating public value: Strategic management in government | Cambridge: Harvard university press | 1995 | A seminal figure in the field of public management, Mark Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard's Kennedy School and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value. | public enterprise, management, public value, services, innovation | https://www.hup.harvard.edu/catalog.php?isbn=9780674175587 |
| Digital Transformation | Drechsler, W. | Estonia in Transition | World Affairs 157(3), 111–17 | 1995 | Estonia, transition | https://www.jstor.org/stable/20672420 | |
| Public service value co creation | Phelps C. | Les fondements de l’économie de la santé | Editions Publi Union (édition originale : Phelps C. (1992), Health Economics, Harper-Collins Publishers Inc., New- York) | 1995 | La santé représente aujourd'hui un enjeu financier de taille pour les pays riches, au point d'avoir donné naissance à une nouvelle discipline : l'Economie de la santé. Elle concerne désormais tous les acteurs du système : corps médical, cadres hospitaliers, responsables d'assurance maladie... Quel est le rôle et le poids de chacun ? Comment l'action des uns se répercute-t-elle sur l'ensemble ? De quels facteurs dépend la demande de santé ? Comment analyser l'intervention de l'Etat ? De pays à pays les systèmes sont-ils comparables ? Autant de questions fondamentales auxquelles répond cet ouvrage. Charles Phelps dresse un panorama complet de toutes les variables du système. Partant de données concrètes, il propose une démonstration économique claire et irréprochable. Le raisonnement est étayé par de nombreuses études lourdes menées sur le long terme aux Etats-Unis, qui permettent de dégager des conclusions universelles. Véritable outil de compréhension et de prospective, ce livre s'adresse à ceux qui souhaitent pouvoir imaginer l'avenir du système de santé dans nos économies développées. | Fondements, économie, santé | |
| Public service value co creation | Ross, K. | Speaking in tongues: involving users in day care services | British Journal of Social Work | 1995 | The new focus on the importance of user involvement within a range of public services, as witnessed by legislation and policy such as the NHS and Community Care Act (1990) and the Citizen's and other Charters, has significant implicaions for the way in which users will be encouraged to have a voice in service planning and delivery. A crucial factor in the success of participative strategies is training for both users and workers, to enable involvement and participation to be something more than token. This paper is based on a study which set out to explore the reality behind the rhetoric of user involvement in day care services. It found that the most significant factor in determining the extent of user involvement in day centres was the organizational culture of individual establishents. Empowering strategies were more likely to exist in those centres where staff felt valued and where senior officers were committed to the principle of power-sharing and partnership between users and workers: training was rarely provided for users and workers as a matter of routine. A number of suggestions are made as to ways forward, in the light of research findings. | day care, mental health, inservice training, communities, social work, physical disabilities, learning, adult care services, research studies, committee meetings | https://www.jstor.org/stable/23710510?seq=1#page_scan_tab_contents |
| Service Design | Stake, R. E. | The art of case study research | Sage | 1995 | This book presents a disciplined, qualitative exploration of case study methods by drawing from naturalistic, holistic, ethnographic, phenomenological and biographic research methods. Robert E. Stake uses and annotates an actual case study to answer such questions as: How is the case selected? How do you select the case which will maximize what can be learned? How can what is learned from one case be applied to another? How can what is learned from a case be interpreted? In addition, the book covers: the differences between quantitative and qualitative approaches; data-gathering including document review; coding, sorting and pattern analysis; the roles of the researcher; triangulation; and reporting. | The art, study research | https://acovilon.files.wordpress.com/2015/02/art-of-case-study-research-by-stake-robert-e-textbook-pdf-download.pdf |
| Public service value co creation | Frederickson, H G | Comparing the Reinventing Government Movement with the New Public Administration | Public Administration Review, 56.3 (1996) : 263-270 | 1996 | In this article, the reinventing government movement is compared with the new public administration along six dimensions. A strongly felt need to change bureaucracy differently. Both movements seek relevantrly and responsiveness, but in different ways. Issues of rationality, methodology, and epistemology are more important in the new public administration than in the reinventing government movement. Both movements conceptualize organization similarly. The reinventing government movement has a stronger commitment to market approaches for the provision of public services and to mecahnisms for public choice. Reinventing government is popular electoral politics for executives (presidents, governors, mayors) and is more radical than new public administration. The new public administration prompted subtle, incremental shifts toward democratic management practices and social equity. The results of reinventing government, so far, are short-run increases in efficiency purchased at a likely long-range cost in administrative capacity and social equity. | governance, bureaucracy, organization, market approah | https://sites.duke.edu/niou/files/2011/05/Frederickson-Comparing-the-Reinventing-Government-Movement-with-the-New-Public-Administration.pdf |
| Digital Transformation | Ostrom, E. | Crossing the Great Divide: Copro- duction, Synergy, and Development | World Deve- lopment 24 (6), S. 1073-1087 | 1996 | Coproduction is a process through which inputs from individuals who are not “in” the same organization are transformed into goods and services. Two cases are presented — one from Brazil and one from Nigeria — where public officials play a major role. In Brazil, public officials actively encourage a high level of citizen input to the production of urban infrastructure. In Nigeria, public officials discourage citizen contributions to primary education. The third section of the paper provides a brief overview of the theory of coproduction and its relevance for understanding the two cases. The last section addresses the implications of coproduction in polycentric systems for synergy and development. | Crossing great divide, coproduction, synergy, development | https://doi.org/10.1016/0305-750X(96)00023-X |
| Public Sector Innovation | Beyers W.B., Lindahl. | Explaining the demand for producer services: is cost-driven externalization the major factor? | Papers in Regional Science, vol. 75 pp. 351-374 | 1996 | Producer services employment has grown rapidly within advanced economies in recent years. The bases of demand related to this growth are not well understood by regional scientists. A common view is that this growth is largely attributable to cost-driven factors and vertical disintegration processes on the part of producer service users. This paper demonstrates that cost-driven externalization is not the most important force underlying growth in demand for producer services. The need for specialized knowledge is by far the most important factor behind producer services demand, combined with a variety of other cost, quasi-cost, and non-cost-driven forces. | Demand for producer services, cost-driven externalization | https://doi.org/10.1111/j.1435-5597.1996.tb00669.x |
| Public Sector Innovation | J.M. Epstein and R. Axtell. Growing Artificial Societies, Social Science from the Bottom Up. | Growing Artificial Societies, Social Science from the Bottom Up. | Brookings Institution Press | 1996 | How do social structures and group behaviors arise from the interaction of individuals? Growing Artificial Societies approaches this question with cutting-edge computer simulation techniques. Fundamental collective behaviors such as group formation, cultural transmission, combat, and trade are seen to "emerge" from the interaction of individual agents following a few simple rules. In their program, named Sugarscape, Epstein and Axtell begin the development of a "bottom up" social science that is capturing the attention of researchers and commentators alike. The study is part of the 2050 Project, a joint venture of the Santa Fe Institute, the World Resources Institute, and the Brookings Institution. The project is an international effort to identify conditions for a sustainable global system in the next century and to design policies to help achieve such a system. | Growing artificial societies, social science | https://books.google.es/books?hl=es&lr=&id=xXvelSs2caQC&oi=fnd&pg=PA1&dq=Growing+Artificial+Societies,+Social+Science+from+the+Bottom+Up.&ots=_iJ02FYIuu&sig=Z08Hgz1ALcBLPHaZ6TExO_rrYhs#v=onepage&q=Growing%20Artificial%20Societies%2C%20Social%20Science%20from%20the%20Bottom%20Up.&f=false |
| Social Innovation | Gadrey J. | L’économie des services | Collection Repères, La découverte, Paris | 1996 | L’économie des services | https://excerpts.numilog.com/books/9782707121615.pdf | |
| Digital Transformation | Perry, J. L. | Measuring public service motivation: An assessment of construct reliability and validity | Journal of Public Administration Research and Theory, 6(1), 5-22 | 1996 | The public administration literature makes many assertions that the motivations of individuals who pursue public service careers differ in important ways from other members of American society. This research advances the study of these assertions by creating a scale to measure public service motivation. Public service motivation (PSM) represents an individual's predisposition to respond to motives grounded primarily or uniquely in public institutions. The construct is associated conceptually with six dimensions: attraction to public policy making, commitment to the public interest, civic duty, social justice, self-sacrifice, and compassion. Likert-type items are developed for each dimension to create the PSM scale. The measurement theory for the scale is tested using confirmatory factor analysis (CFA). The present study reports initial reliability and validity results. | Public service, motivation, assessment | DOI:10.1093/oxfordjournals.jpart.a024303 |
| Public Sector Innovation | E. Bruderer and J.V. Singh. | Organizational evolution, learning, and se- lection: A genetic-algorithm-based model | The Academy of Management Journal, 39:1322–1349 | 1996 | This study proposes a relatively simple computational model of organizational evolution based on the genetic algorithm. The model includes three organizational processes: variation, adaptation, and selection of routines. We use the model to demonstrate theoretically that environmental selection influences adaptation and adaptation, in turn, influences the selection process in a Darwinian model of evolution. Results of computer simulations are consistent with empirical observations, including the existence of three distinct phases of organizational evolution and the emergence of a dominant organizational design. | Organizational evolution, learning, selection | https://doi.org/10.5465/257001 |
| Public service value co creation | Ravald, A, & Gronroos, C | The value concept and relationship marketing | European Journal of Marketing | 1996 | The value concept is a basic constituent of relationship marketing. The ability to provide superior value to customers is a prerequisite when trying to establish and maintain long-term customer relationships. Stresses the fact that the underlying construct of customer satisfaction is more than a perception of the quality received. What must be taken into account as well is the customer’s need of quality improvements and his willingness to pay for it. From a relationship perspective these aspects are fundamental, since they are both related to the costs of the parties involved. Suggests that a reduction in customer-perceived costs may be a most recommendable method of providing value to the customer, since, done properly, it can improve the internal cost efficiency as well. It is then possible to establish and maintain mutually profitable customer relationships, which is of prime concern in relationship marketing. | Value, concept, marketing | DOI:10.1108/03090569610106626 |
| Public service value co creation | Roberts N. C. and King P. J. | Transforming Public Policy: Dynamics of Policy Entrepreneurship and Innovation | San Francisco, CA: Jossey-Bass. | 1996 | Transforming Public Policy shows how to influence and fundamentally redirect public policy through the strategic use of policy entrepreneurship and innovation. Using the example of a single in-depth study "public school choice in Minnesota" the authors provide specific guidelines for achieving large-scale system change. The case illustrates the entire process of entrepreneur-driven radical change by following the issue of public school choice from its beginning, as an innovative idea, through its four-year legislative process, to its implementation into practice within the Minnesota school system. Includes personal profiles of six change agents who worked toward this large-scale transformation and chronicles their activities, strategies, and tactics, providing an insightful analysis of what it takes to be a successful policy entrepreneur. | public policy, entrepreneurship, innovation, change | https://www.amazon.com/Transforming-Public-Policy-Entrepreneurship-Administration/dp/0787902020 |
| Public Sector Innovation | Hastings, A. | Unravelling the process of Partnership in urban regeneration policy | Urban Studies 33 (2): 253-268 | 1996 | In the UK, there is a political consensus that a multi-sectoral partnership approach is essential to achieve urban regeneration. As a term, however, 'partnership' is overused, ambiguous and politicised. The Conservative government has inscribed 'partnership' with a complex political agenda. It is not clear whether the politics of partnership are still dominated by a Thatcherite agenda of privatising and centralising urban policy or whether a new, more democratic era has been entered. The paper explores how the stakeholders in the central government-led Scottish Urban Partnerships conceive of the nature of their interrelationships within this political context. It also presents a conceptualisation of partnership processes which extends and refines the framework put forward by Mackintosh (1992). The paper concludes that the Urban Partnerships are essentially limited applications of the potential of the partnership approach. | UK, partnership, stakeholders, political agenda | https://journals.sagepub.com/doi/abs/10.1080/00420989650011997 |
| Public service value co creation | Clary, EG, Snyder, M, & Stukas, A | Volunteers' Motivations: Findings from a National Survey | Nonprofit and Voluntary Sector Quarterly | 1996 | The present investigation used responses to Independent Sector's 1992 national survey of giving and volunteering in the United States to address several questions about the motivations of volunteers. Drawing on the functional approach to volunteers' motivations, and its operationalization in the Volunteer Functions Inventory (VFI), relations between motivations and various aspects of volunteer behavior were examined, along with associations of motivations and demographic variables. Analyses revealed that current volunteers and nonvolunteers differed on motivations; people with different volunteering histories revealed different motivational patterns; unique combinations of motivations were associated with different types of volunteering activities; and motivational differences were associated with different demographic groups. The implications of these findings for understanding the nature and function of the motivations to volunteer, and the applications to the practice of volunteerism, are discussed. | Volunteers' motivations | https://doi.org/10.1177%2F0899764096254006 |
| Service Design | D.A. Levinthal. | Adaptation on rugged landscapes | Management Science, 43:934–950 | 1997 | A simple model is developed to explore the interrelationship between processes of organizational level change and population selection forces. A critical property of the model is that the effect on organizational fitness of the various attributes that constitute an organization's form is interactive. As a result of these interaction effects, the fitness landscape is “rugged.” An organization's form at founding has a persistent effect on its future form when there are multiple peaks in the fitness landscape, since the particular peak that an organization discovers is influenced by its starting position in the space of alternative organizational forms. Selection pressures influence the distribution of the organizational forms that emerge from the process of local adaptation. The ability of established organizations to respond to changing environments is importantly conditioned by the extent to which elements of organizational form interact in their effect on organizational fitness. Tightly coupled organizations are subject to high rates of failure in changing environments. Furthermore, successful “reorientations” are strongly associated with survival for tightly coupled organizations, but not for more loosely coupled organizations that are able to engage in effective local adaptation. | Adaptation, rugged landscapes | https://doi.org/10.1287/mnsc.43.7.934 |
| Social Innovation | Scott, P. G. | Assessing determinants of bureaucratic discretion: An experiment in street-level decision making. | Journal of Public Administration Research and Theory, 7(1), 35–58 | 1997 | This article reports findings from an experimental analogue that examined the influence of several potential determinants of bureaucratic discretion in street-level bureaucracies. The findings showed that two factors, the level of organizational control and client characteristics, played an influential role in the awarding of benefits and services to clients seeking public assistance. A third factor, professional field, was also a determinant of award, although the level of its influence was far less than organizational and client-related factors. In contrast to several prior studies, individual decision-maker attributes were found to be among the least influential determinants of award. Together these findings show how factors extraneous to client need contribute to differential judgments and treatment of clients, and they serve to qualify traditional role conceptions of the front line service provider as described in the literature on street-level bureaucracy. | bureaucratic discretion, organization/client-related factors, street-level bureaucracy | https://academic.oup.com/jpart/article-abstract/7/1/35/1500882/ |
| Social Innovation | Amable B., Barré R. and Boyer R. | Diversity coherence and transformation of innovation systems | Science in tomorrow’s Europe', Paris, Economica International, p. 33- 49 | 1997 | There is a paradox of European innovation - namely, the discrepancy between Europe's great scientific capacities and its relatively feeble technological performance overall. European countries have difficulty adjusting their scientific research to meet emerging social demands and economic opportunities. Demands in health, education, the environment, and the need to keep their industries technologically competitive are at stake. Under what conditions will scientific research produce knowledge that is apt to meet social needs? How fast can scientific research in the European Union adapt to the new economic configurations and stimulate industrial innovation for greater competitiveness? Can member states overcome their diversity and find a path towards genuine cooperation, including in such fields as defence? But who has the authority to set up research agendas? How might the accountability of scientists be increased? When and how can citizens be involved in the shaping of future technologies? What are the respective roles of regions, national governments and the European Commission in the shaping of the European research system on the 21st century? Such crucial questions are addressed by prominent European specialists in science and technology policy. They examine the diverse facets of scientific research and innovation systems and their relationships with society and the economy, both at national and European levels, in view of the challenges ahead. | innovation, competitiveness, cooperation, government, European Commission | https://www.iberlibro.com/Science-Tomorrows-Europe-Barr%C3%A9-R%C3%A9mi-eds/1597930700/bd |
| Public Sector Innovation | Gallouj, F. and O. Weinstein. | Innovation in Services | Research Policy, 26 (4-5): 537-556 | 1997 | The purpose of this article is to lay the foundations of a theory that can be used to interpret innovation processes in the service sector. The hypothesis underpinning this article is based on Lancaster's definition of the product (in both manufacturing and services) as a set of service characteristics [Lancaster, K.J., 1966. A New Approach to Consumer Theory. J. Political Economy 14, 133–156.]. The article follows the example of those who have sought to apply Lancaster's work to technological phenomena. Various modes of innovation in the service sectors are highlighted and illustrated. | Innovation, services | DOI:10.1016/S0048-7333(97)00030-9 |
| Service Design | McSwite O.C. | Legitimacy in public administration: A discourse analysis. | SAGE | 1997 | In this "postmodern, end-of-the-century" moment, the question of what role public administration can legitimately play in a democratic society has deepened and taken on increased urgency. At the same time the movement toward global marketization has gained enormous momentum, traditional prejudices and racial and ethnic violence have appeared with a renewed virulence, presenting unprecedented challenges to democratic governments. Legitimacy in Public Administration reveals how the issue of administrative legitimacy is directly implicated, indeed central, to this broader issue. It argues that legitimacy hinges at the generic level on the question of alterityùhow to regard and relate to "different others." This book reviews the history of the legitimacy issue in the literature of American public administration with the purpose of demonstrating that this discourse has been distorted by an underlying and undisclosed commitment to an elitist "Man of Reason" model of the public administratorÆs role. Current attempts to reformulate administration to meet the challenge of new conditions will fail, the author argues, because they have not escaped the grip of this implicit distortion. Legitimacy in Public Administration includes a challenging concluding chapter that uses insights from gender theory and demonstrates the connection between the legitimacy question and the critical problem of alterity. The author also offers a new way to fundamentally reframe the legitimacy question, so as not only to help the field of public administration resolve it, but to show how this resolution can create a new understanding of the problem of racial and ethnic prejudice. | public administration, democracy, legitimacy, societal challenges | https://books.google.com.mx/books?id=d4M2D5MVCKkC&dq=Legitimacy+in+public+administration:+A+discourse+analysis.&lr=&hl=es&source=gbs_navlinks_s |
| Public Sector Innovation | Mulroy, E.A. and S. Shay. | Nonprofit organizations and innovation: A model of neighborhood-based collaboration to prevent child maltreatment | Social Work 42 (5): 515-524 | 1997 | Public policymakers increasingly are contracting with nonprofit organizations (NPOs) for innovations in the creation of new service systems in low-income communities. Interorganizational collaboration and cooperation are essential to such innovation. Neighborhood-based institutional arrangements require social work practitioners to work across multiple systems simultaneously—skills that most are not trained to possess. This article develops a theoretical and conceptual framework for neighborhood-based collaboration by NPOs; analyzes the main concepts of innovation in the design and implementation of a collaboration to prevent child maltreatment in an undervalued neighborhood; and draws implications for social policy, social work practice, and social work research. | Nonprofit organizations, innovation, child maltreatment | https://doi.org/10.1093/sw/42.5.515 |
| Public service value co creation | Kickert, W JM, and Koppenjan, JF | Public Management and Network Management: An Overview | Managing Complex Networks, London: Sage | 1997 | In this article we address the elaboration of the central concepts of a theory of networks and of network management. We suggest that the network approach builds on several theoretical traditions. After this we clarify the theoretical concepts and axioms of the policy network approach and argue that this framework has important explanatory power both on the level of strategic interaction processes as well as on the level of institutional relations. We argue that government's special resources and its unique legitimacy as representative of the common Interest make it the outstanding candidate for fulfilling the role of network manager, a role which means arranging and facilitating interaction processes within networks In such a way that problems of under or non representation are properly addressed and interests are articulated and dealt with in an open, transparent and balanced manner | Public management, network management | https://doi.org/10.1080/14719030000000007 |
| Public service value co creation | Stahel W. | The Functional Economy: Cultural and Organizational Change | In 'The industrial green game: implications for environmental design and management'; Washington DC, National Academy Press | 1997 | A functional economy is one that optimizes the use (or function) of goods and services and thus the management of existing wealth (goods. knowledge, and nature). The economic objective of the functional economy is to create the highest possible use value for the longest possible time while consuming as few material resources and energy as possible. This functional economy is therefore considerably more sustainable, or dematerialized, than the present economy, which is focused on production and related material flows as its principal means to create wealth. One aim of this chapter is to sketch out a functional economy. The other is to show the social, cultural, and organizational change that may arise in shifting from a production-oriented economy toward a functional or service-oriented economy. | functional economy, value, resources, change, service-oriented | http://www.product-life.org/fr/node/153 |
| Service Design | D.J. (ed) | The industrial green game: implications for environmental design and management | Washington DC, National Academy Press, p. 91-100 | 1997 | Overview: the industrial green game - implications for environmental design and management. Concepts: industrial ecology - closing the loop on waste materials industrial ecology - metrics, systems and technological choices energetics concepts drawn from electricity production and consumption the functional economy - cultural and organizational change environmental constraints and the evolution of the private firm. Examples of environmental design and management: the industrial symbiosis at Kalundborg, Denmark environmental prioritization improving environmental performance through effective measurement Hydro Aluminium's experience with industrial ecololgy Europipe Development Project managing a pipeline project in a complex and sensitive environment environmental strategies in the mining industry - one company's experience. Some analytical tools: accounting for environmental cost industrial ecology - some issues of public perception, understanding and values consumer perception of environmentalism in the triad a critique of life-cycle analysis - paper products Japan's changing environmental policy, government initiative and industry responses. | Industrial green game, environmental design, management | https://dpotmkm8y6ob6.cloudfront.net/6bccd7abea3c08de9b6138cf020c5b.pdf |
| Service Design | Frederickson, H.G. | The Spirit of Public Administration | San Francisco: Jossey-Bass | 1997 | In this field-defining, broad approach to the study and practice of public administration, H. George Frederickson, one of the field's most respected scolars, carefully measures the meets and bounds of public administration and fixes its place in the context of changing politics, values, and ethics. He describes a robust and exciting public administration that includes, but is much more than, effective government management. The Spirit of Public Administration defines an ethic for the field that illustrates: What the differences are between public administration and government administration, and how these differences redefine the field. How to practice ethical and energetic public administration in the context of contemporary politics. Why fairness and benevolence are as important as efficiency and economy. What implications are evident in the transition from government to governance. Frederickson strongly defAnds broad grants of discretion to public administrators and then lays out the proper norms and ethic which should inform that discretion. And he firmly argues that the effectiveness of democratic government and modern governance, not just for the majority of but for all citizens, depAnds on the energetic exercise of bureaucratic discretion. The book concludes with seven principles that should guide everyone who works in public settings. Students and scholars will find The Spirit of Public Administration an exhilarating and challenging perspective. | public administration, value, ethics, governance, economy | https://www.amazon.com/Spirit-Public-Administration-George-Frederickson/dp/0787902950 |
| Public service value co creation | Rhodes, R, A, W | Understanding governance : policy networks, governance, reflexivity and accountability | Maidenhead: Open University Press | 1997 | Understanding Governance asks: * What has changed in British government over the past two decades, how and why? * Why do so many government policies fail? * What does the shift from government to governance mean for the practice and study of British government? This book provides a challenging reinterpretation which interweaves an account of recent institutional changes in central, local and European Union government with methodological innovations and theoretical analysis. It emphasizes: the inability of the 'Westminster model', with its accent on parliamentary sovereignty and strong executive leadership, to account for persistent policy failure; the 'hollowing out' of British government from above (the European Union), below (special purpose bodies) and sideways (to agencies); and the need to respond to the postmodern challenge, rethinking the methodological and theoretical assumptions in the study of British government. | Governance, policy networks, accountability | https://doi.org/10.1111/1467-9299.00107 |
| Service Design | Rhodes, R.A.W. | Understanding governance: policy networks, governance, reflexivity and accountability | Maidenhead: Open University Press | 1997 | Understanding Governance asks: * What has changed in British government over the past two decades, how and why?. * Why do so many government policies fail?. * What does the shift from government to governance mean for the practice and study of British government? This book provides a challenging reinterpretation which interweaves an account of recent institutional changes in central, local and European Union government with methodological innovations and theoretical analysis. It emphasizes: the inability of the 'Westminster model', with its accent on parliamentary sovereignty and strong executive leadership, to account for persistent policy failure; the 'hollowing out' of British government from above (the European Union), below (special purpose bodies) and sideways (to agencies); and the need to respond to the postmodern challenge, rethinking the methodological and theoretical assumptions in the study of British government. | governance, UK government, policy, institutional set-up, theory | https://eprints.soton.ac.uk/336524/ |
| Public service value co creation | Kelly, R.M. | An Inclusive Democratic Policy, Representative Bureaucracies, and the New Public Management | Public Administration Review | 1998 | Total Quality Management and New Public Management (NPM) offers elements that could help raise governmental performance levels. NPM can operate effectively when government works within the framework of the U.S. Constitution. The NPM promotes equitable distribution of public resources. | public management, governance, norm | https://www.jstor.org/stable/976560?seq=1#page_scan_tab_contents |
| Digital Transformation | M. Mitchell. | An Introduction to Genetic Algorithms | MIT Press | 1998 | Genetic algorithms (GAs) are search and optimization tools, which work differently compared to classical search and optimization methods. Because of their broad applicability, ease of use, and global perspective, GAs have been increasingly applied to various search and optimization problems in the recent past. In this paper, a brief description of a simple GA is presented. Thereafter, GAs to handle constrained optimization problems are described. Because of their population approach, they have also been extended to solve other search and optimization problems efficiently, including multimodal, multiobjective and scheduling problems, as well as fuzzy-GA and neuro-GA implementations. The purpose of this paper is to familiarize readers to the concept of GAs and their scope of application. | Introduction, genetic algorithms | https://www.whitman.edu/Documents/Academics/Mathematics/2014/carrjk.pdf |
| Living Labs | King, C.S. and Strivers, C. | Citizens and administrators: roles and relationships | In 'Government is us: Public Administration in an anti-government era', Sage: California | 1998 | Examines the current anti government climate in USA, and its effect on the working lives of administrators and their relationships with citizens. | governance, public administration, citizens, participation | https://books.google.com.mx/books/about/Government_Is_Us.html?id=QeVBVVdZCmcC&redir_esc=y |
| Social Innovation | Potter G. | Collaborative critical reflection and interpretation in qualitative research. | Working Paper | 1998 | This paper focuses on the role of collaboration in facilitating critical reflection and interpretation of data in a collaborative research project undertaken by school-based and university-based researchers. The popular image of research in the natural and social sciences has long been dominated by the figure of the lone researcher, but this image is contrary to the very social nature of the research process and renders invisible the researcher's connections to the participants and others who make valuable contributions. As researchers begin to deconstruct their own research practices, they begin to see how the social and collaborative interactions shape their outcomes. This paper provides an overview of the nature of the collaborative research project, discusses the reality of collaborative research, and explores the role of collaboration in critical reflection, interpretation, and the co-construction of professional knowledge. The research project that provides the context for the discussion was a qualitative and collaborative study of four early-years teacher-researchers who work with children from diverse family contexts. The ongoing research project is exploring teachers' talk about and critical reflections on their own investigations of the home literacies and "funds of knowledge" of a small group of students. The study also brought the power of collaboration in the generation of new professional knowledge into the foreground. (Contains 52 references.) (SLD) | cooperation, data analysis, educational research, qualitative research, social science research, teacher researchers | https://eric.ed.gov/?id=ED441853 |
| Service Design | Gallouj F. | Innovating in reverse: services and the reverse product cycle | European Journal of Innovation Management, 1 (3), 123-138 | 1998 | As they account for the largest share of employment and value added, services do not (or cannot) lie outside a Schumpeterian view of innovation phenomena. Of the various attempts at shedding more light on the mechanisms of innovation in service industries and firms, we consider the “reverse product cycle” to warrant special attention because of its highly thought‐provoking nature and its theoretical ambition. This article has two objectives: first, to present this interesting and still neglected theoretical study, and second, to evaluate on a theoretical and empirical level the extent to which Barras’ model meets the objective of a “theory of innovation in services”. | innovation, models, service industries | https://www.emerald.com/insight/content/doi/10.1108/14601069810230207/full/html |
| Public service value co creation | King, C.S. and Strivers, C. | Introduction: the anti-government era | In 'Public Administration in an anti-government era', Sage: California | 1998 | Examines the current anti government climate in USA, and its effect on the working lives of administrators and their relationships with citizens. | governance, public administration, citizens, participation | https://www.worldcat.org/title/government-is-us-public-administration-in-an-anti-government-era/oclc/37594178/viewport |
| Social Innovation | Podolny J.M., Page K. L. | Network forms of organization | Annual Review of Sociology, 24, p. 57-76 | 1998 | Initial sociological interest in network forms of organization was motivated in part by a critique of economic views of organization. Sociologists sought to highlight the prevalence and functionality of organizational forms that could not be classified as markets or hierarchies. As a result of this work, we now know that network forms of organization foster learning, represent a mechanism for the attainment of status or legitimacy, provide a variety of economic benefits, facilitate the management of resource dependencies, and provide considerable autonomy for employees. However, as sociologists move away from critiquing what are now somewhat outdated economic views, they need to balance the exclusive focus on prevalence and functionality with attention to constraint and dysfunctionality. The authors review work that has laid a foundation for this broader focus and suggest analytical concerns that should guide this literature as it moves forward. | networks, organization, alliances, governance, trust | https://www.annualreviews.org/doi/abs/10.1146/annurev.soc.24.1.57 |
| Digital Transformation | de Sousa Santos, B. | Participatory budgeting in Porto Alegre: toward a redistributive democracy | Politics & Society, 26 (4), S. 461-510 | 1998 | Porto alegre, redistributive, democracy | https://doi.org/10.1177/0032329298026004003 | |
| Digital Transformation | Principles of Estonian Information Policy. | Principles of Estonian Information Policy | Estonian | 1998 | The current principles serve as basis for an action plan for establishing an information society. The publication is compiled by Estonian Information Centre and PHARE Public Administration Development Program. Into elaborating process of the principles were engaged Ivar Tallo and Arvo Ott from eGA. | Principles, information policy | https://ega.ee/publication/principles-of-estonian-information-policy/ |
| Social Innovation | Ventriss, C. | Radical democratic thought and contemporary American public administration: a substantive perspective | American Review of Public Administration | 1998 | This article argues that radical democratic thought, although to a large extent theoretically ignored in public administration, has an important role to play in raising critical issues that are interwoven with the political and economic fabric of society itself. Specifically, it contends that radical thought challenges the field to reconceptualize the role of democratic citizenship in a modern polity and to rethink the theoretical and intellectual development of public administration theory. | radical thought, citizenship, democracy, public administration | https://journals.sagepub.com/doi/abs/10.1177/027507409802800301 |
| Service Design | Breitling, M., Heckmann, M., Luzius, M., & Nüttgens, M. | Service Engineering in der Ministerialverwaltung | Information Management & Consulting (IM) | 1998 | In addition to local authorities, or-ganizations of higher governmenttogether with their subordinateauthorities have to think about newways of working. This includes re-thinking their organization andtheir processes. Legally laid downresponsibilities require a specialproceeding in engineering newservices compared to private enter-prises. | Product, Public Sector, CustomerOrientation, Service Center,technology transfer | https://www.bwl.uni-hamburg.de/harcis/zentrum/team/chair/markus-nuettgens/publikationen/serviceengineering-ministerialverwaltung.PDF |
| Public Sector Innovation | Nahapiet, J., & Ghoshal, S. | Social capital, intellectual capital, and the organizational advantage. | Academy of Management Review | 1998 | Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and processes necessary for the creation of intellectual capital. | theory of the firm, organizational advantage, social capital, intellectual capital, organizations | https://journals.aom.org/doi/abs/10.5465/amr.1998.533225 |
| Public service value co creation | Ingraham, PW, & Rosenboom, DH | The new public personnel and the new public service | International journal of public administration | 1998 | The New Public Administration sought a public service whose legitimacy would be based, in part, on its promotion of “social equity.” Since 1968, several personnel changes congruent with the New Public Administration have occurred: traditional managerial authority over public employees has been reduced through collective bargaining and changes in constitutional doctrines; the public service has become more socially representative; establishing a representative bureaucracy has become an important policy goal; more emphasis is now placed on employee participation in the work place; and legal changes regarding public administrators’ liability have promoted an “inner check” on their behavior. At the same time, however, broad systemic changes involving decentralization and the relationship between political officials and career civil servants have tended to undercut the impact of those changes in personnel. The theories of Minnowbrook I, therefore, have proven insufficient as a foundation for a new public service. Grounding the public service's legitimacy in the U.S. Constitution is a more promising alternative and is strongly recommended. | Public personnel, public service | https://doi.org/10.1080/01900699808525330 |
| Social Innovation | King, C.S., Feltey, K. and Susel, B.O. | The question of participation: toward authentic public participation in Public Administration | Public Administration Review | 1998 | How can the processes of public participation be improved? This study uses interviews and focus-group discussions to look for some answers. The results suggest that improving public participation requires changes in citizen and administrator roles and relationships and in administrative processes. Specifically, we need to move away from static and reactive processes toward more dynamic and deliberative processes. The article suggests some practical steps to achieve these changes | public administration, participation, focus-groups, process | https://www.researchgate.net/publication/242278760_The_Question_of_Participation_Toward_Authentic_Public_Participation_in_Public_Administration |
| Public Sector Innovation | M.M. Crossan, H.W. Lane, and R.E. White. | An organizational learning framework: From intuition to institution | The Academy of Management Review | 1999 | Although interest in organizational learning has grown dramatically in recent years, a general theory of organizational learning has remained elusive. We identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end. With this perspective we develop a framework for the process of organizational learning, presenting organizational learning as four processes—intuiting, interpreting, integrating, and institutionalizing—linking the individual, group, and organizational levels. | Organizational learning | https://doi.org/10.2307/259140 |
| Social Innovation | B. McKelvey. | Avoiding complexity catastrophe in coevolutionary pockets: Strategies for rugged landscapes | Organization Science, 10:294–321 | 1999 | Can firms and coevolutionary groups suffer from too much interdependent complexity? Is complexity theory an alternative explanation to competitive selection for the emergent order apparent in coevolutionary industry groups? The biologist Stewart Kauffman suggests a theory of complexity catastrophe offering universal principles explaining phenomena normally attributed to Darwinian natural selection theory. Kauffman's complexity theory seems to apply equally well to firms in coevolutionary pockets. Based on complexity theory, four kinds of complexity are identified. Kauffman's "NK[C] model" is positioned "at the edge of chaos" between complexity driven by "Newtonian" simple rules and rule-driven deterministic chaos. Kauffman's insight, which is the basis of the findings in this paper, is that complexity is both a consequence and a cause. Multicoevolutionary complexity in firms is defined by moving natural selection processes inside firms and down to a "parts" level of analysis, in this instance Porter's value chain level, to focus on microstate activities by agents. The assumptions of stochastically idiosyncratic microstates and coevolution in firms are analyzed. Competitive advantage, as a dependent variable, is defined in terms of Nash equilibrium fitness levels. This allows a translation of Kauffman's theory to firms, paying particular attention to (1) how value chain landscapes might be modeled, (2) assumptions underlying Kauffman's models making them amenable to firms, and (3) a delineation of seven of Kauffman's computational experiments. As part of the translation, possible parallels between the application of complexity catastrophe theory to coevolutionary pockets and studies by institutional theorists and social network analysts are discussed. The models derive from spin-glass microstate models resulting in Boolean games. Kauffman's Boolean statistical mechanics is introduced in developing the logic underlying the somewhat simplified NKM[C] model. The model allows the use of computational experiments to better understand how the dependent variable-value chain fitness-is affected by changes in the number of internal interdependencies K, the number of coevolutionary links with opponents C, the size of the coevolutionary pocket S, and the number of simultaneous adaptive changes, among other things. Various computational experiments are presented that suggest strategic organizing approaches most likely to foster competitive advantage. High or low Nash equilibrium fitness levels are shown to result from internal and external coevolutionary densities as a function of links among value chain competencies within a firm and between a firm and an opponent. Complexity phenomena appear to suggest a number of expected (and thus validating) and surprising strategies with respect to complex organizational interdependencies. For example, moderate complexity fares best and external coevolutionary complexity sets an upper bound to advantages likely to be gained from internal complexity. Various complexity "lessons" are discussed. Models such as the NK[C] could offer insights into strategic organizing. | Catastrophe, coevolutionary pockets, strategies, rrugged landscapes | DOI:10.1287/orsc.10.3.294 |
| Social Innovation | Hendricks, F. and Tops, P. | Between democracy and efficiency: trends in local government reform in the Netherlands and Germany | Public Administration | 1999 | In this article attention is drawn to a striking difference between recent attempts to reform local government in the Netherlands and in Germany. What has been the prime focus of attention in the Netherlands in the 1980s is being emphasized in Germany in the 1990s, and what is being emphasized in the Netherlands in the 1990s has been the prime focus of attention in Germany in the 1980s. Trends in local goverment reform in the Netherlands have been going from a focus on more efficiency to a focus on more democracy, while trends in local government reform in Germany have been going the other way around. Likely explanations for these intersecting reform trends are built on four pillars: financial crises, legitimacy crises, formal institutions and informal institutions | local government, reform, institutional set-up | https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-9299.00147 |
| Service Design | Sanders, E., & Dandavate, U. | Design for Experiencing: New Tools | First International Conference on Design and Emotion, TU Delft | 1999 | We propose that designers consider a mindset that allows them to derive inspiration for ideation from empathy for the emotional experiences of the people who will live with their design. We believe that end-users can and should be the most important players in the design process. | design, experience, user centered | http://echo.iat.sfu.ca/library/sanders_99_newTools.pdf |
| Service Design | Gaver, B., Dunne, T., & Pacenti, E. | Design: cultural probes. interactions | The Design Journal, 17(4), 606-623 | 1999 | As the local site coordinator finished his introduction to the meeting, our worries were increasing. The group had taken on a glazed look, showing polite interest, but no real enthusiasm. How would they react when we presented them with our packages? Would disinterest deepen to boredom, or even hostility? Cultural Probes Homo ludens impinges on his environment: He interrupts, changes, intensifies; he follows paths and in passing, leaves traces of his presence everywhere. | design, culture | https://www.semanticscholar.org/paper/Design%3A-Cultural-probes-Gaver-Dunne/6ae8b855704dd60df8b186037dd38b43d92c40cd#paper-header |
| Public service value co creation | Atkinson R. | Discourses of partnership and empowerment in contemporary British urban regeneration | Urban Studies, 36 (1), p. 59-72 | 1999 | Drawing upon the work of Bourdieu, Foucault and Fairclough, this paper focuses on the discursive construction of partnership and empowerment in the official discourse of contemporary British urban regeneration. The paper argues that partnership and empowerment are not neutral terms but are discursive constructs, the meaning assigned to these terms is thus the result of the exercise of power, which in turn has a crucial role in structuring the discursive context within which urban regeneration partnerships operate. The paper's emphasis on official discourse constructs a top-down view of the regeneration process and the community's role in that process. These issues are investigated through a narrative which focuses on a key official document, Involving Communities in Urban and Rural Regeneration, providing guidance on community participation in urban regeneration partnerships. The paper concludes that the operation of these discursive constructs in urban regeneration reinforces existing social relations. | partnership, empowerment, discourse, community | https://journals.sagepub.com/doi/abs/10.1080/0042098993736 |
| Service Design | Barabasi A.L. and Albert R. | Emergence of Scaling in random Networks | Science | 1999 | Systems as diverse as genetic networks or the World Wide Web are best described as networks with complex topology. A common property of many large networks is that the vertex connectivities follow a scale-free power-law distribution. This feature was found to be a consequence of two generic mechanisms: (i) networks expand continuously by the addition of new vertices, and (ii) new vertices attach preferentially to sites that are already well connected. A model based on these two ingredients reproduces the observed stationary scale-free distributions, which indicates that the development of large networks is governed by robust self-organizing phenomena that go beyond the particulars of the individual systems. | networks, topology, vertices, organizations | https://science.sciencemag.org/content/286/5439/509.full |
| Living Labs | Thornton P. H. and Ocasio W. | Institutional logics and the historical contingency of power in organizations: Executive succession in the higher education publishing industry, 1958–1990 | American Journal of Sociology | 1999 | This article examines the historical contingency of executive power and succession in the higher education publishing industry. We combine interview data with historical analysis to identify how institutional logics changed from an editorial to a market focus. Event history models are used to test for differences in the effects of these two institutional logics on the positional, relational, and economic determinants of executive succession. The quantitative findings indicate that a shift in logics led to different determinants of executive succession. Under an editorial logic, executive attention is directed to author‐editor relationships and internal growth, and executive succession is determined by organization size and structure. Under a market logic, executive attention is directed to issues of resource competition and acquisition growth, and executive succession is determined by the product market and the market for corporate control. | institutional logics, executive succesion, organization | https://www.journals.uchicago.edu/doi/abs/10.1086/210361 |
| Public service value co creation | Abrahamson, E., & Fairchild, G. | Management fashion: Lifecycles, triggers, and collective learning processes. | Administrative Science Quarterly, 44, 708–740 | 1999 | This theory-development case study of the quality circle management fashion focuses on three features of management-knowledge entrepreneurs' discourse promoting or discrediting such fashions: its lifecycle, forces triggering stages in its lifecycle, and the type of collective learning it fostered. Results suggest, first, that variability in when different types of knowledge entrepreneurs begin, continue, and stop promoting fashions explains variability in their lifecycles; second, that historically unique conjunctions of forces, endogenous and exogenous to the management-fashion market, trigger and shape management fashions; and third, that emotionally charged, enthusiastic, and unreasoned discourse characterizes the upswings of management fashion waves, whereas more reasoned, unemotional, and qualified discourse characterizes their downswings, evidencing a pattern of superstitious collective learning. | management fashion, quality circle, learning, entrepreneur | https://journals.sagepub.com/doi/abs/10.2307/2667053 |
| Public service value co creation | Box, R.C. | Running government like a business: implications for Public Administration theory and practice | American Review of Public Administration | 1999 | The public sector faces increasing demands to run government like a business, importing privatesector concepts such as entrepreneurism, privatization, treating the citizen like a “customer,” and management techniques derived from the production process. The idea that government should mimic the market is not new in American public administration, but the current situation is particularly intense. The new public management seeks to emphasize efficient, instrumental implementation of policies, removing substantive policy questions from the administrative realm. This revival of the politics-administration dichotomy threatens core public-sector values of citizen selfgovernance and the administrator as servant of the public interest. The article examines the political culture that encourages expansion of market-like practices in the American public sector, explores the issues of the purpose and scope of government and the role of the public-service practitioner, and offers a framework for the study and practice of public administration based on citizenship and public service. | public administation, New Public Management, public sector, policy | https://journals.sagepub.com/doi/10.1177/02750749922064256 |
| Public service value co creation | Hansen, M. T. (1999). Search-transfer problem: The role of weak ties in transferring | Search-transfer problem: The role of weak ties in transferring knowledge across organization subunits | Administrative Science Quarterly, 44, 82–111 | 1999 | This paper combines the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak ties in sharing knowledge across organization subunits in a multiunit organization. I use a network study of 120 new-product development projects undertaken by 41 divisions in a large electronics company to examine the task of developing new products in the least amount of time. Findings show that weak interunit ties help a project team search for useful knowledge in other subunits but impede the transfer of complex knowledge, which tends to require a strong tie between the two parties to a transfer. Having weak interunit ties speeds up projects when knowledge is not complex but slows them down when the knowledge to be transferred is highly complex. I discuss the implications of these findings for research on social networks and product innovation. | Weak ties, knowledge, organization subunits | https://doi.org/10.2307%2F2667032 |
| Social Innovation | Jones O., Conway S., and F. Steward. | Social Interaction & Organisational Change: An Analytical Review of Innovation Networks | Working paper, RP 9934, Aston Business School Research Institute | 1999 | In recent years the term innovation network has been utilised by writers from a number of disciplinary areas including actor network theory, regional networks, policy networks and supply chain management. Our own interest in the topic is primarily concerned with the way in which business organisations manage the innovation process. Therefore, we carry out an analytical review of literature which concentrates on the way in which networks (internal and external) contribute to the effective management of innovation. Fifty papers are categorised in terms of the underlying theoretical perspective, the methodological approach, the nature of the analysis and the sample size. We conclude that too many contributions to the literature are little more than crude empiricism and suggest that our own approach based on social network analysis provides a deeper understanding of the way in which ‘networking’ contributes to innovatory activity. | Social Interaction, organisational change, innovation networks | http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.199.47&rep=rep1&type=pdf |
| Public service value co creation | Pine J. and Gilmore J. | The Experience Economy | Harvard Business School Press, Boston | 1999 | In 1999, Joseph Pine and James Gilmore offered this idea to readers as a new way to think about connecting with customers and securing their loyalty. As a result, their book The Experience Economy is now a classic, embraced by readers and companies worldwide and read in more than a dozen languages. And though the world has changed in many ways since then, the way to a customer's heart has not. In fact, the idea of staging experiences to leave a memorable--and lucrative--impression is now more relevant than ever. With an ongoing torrent of brands attacking consumers from all sides, how do you make yours stand out? Welcome to the new Experience Economy. With this fully updated edition of the book, Pine and Gilmore make an even stronger case that experience is the missing link between a company and its potential audience. It offers new rich examples--including the U.S. Army, Heineken Experience, Autostadt, Vinopolis, American Girl Place, and others--to show fresh approaches to scripting and staging compelling experiences, while staying true to the very real economic conditions of the day. | experience, business, customer, services | https://amazon.com.mx/Experience-Economy-Joseph-Pine-II/dp/1422161978 |
| Public Sector Innovation | N.M. Dixon. | The Organizational Learning Cycle, How Can We Learn Collectively | Gower | 1999 | The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development. | Organizational learning cycle | |
| Service Design | Hansen, M. T. | The search-transfer problem: The role of weak ties in transferring knowledge across organization subunits. | Administrative Science Quarterly | 1999 | This paper combines the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak ties in sharing knowledge across organization subunits in a multiunit organization. I use a network study of 120 new-product development projects undertaken by 41 divisions in a large electronics company to examine the task of developing new products in the least amount of time. Findings show that weak interunit ties help a project team search for useful knowledge in other subunits but impede the transfer of complex knowledge, which tends to require a strong tie between the two parties to a transfer. Having weak interunit ties speeds up projects when knowledge is not complex but slows them down when the knowledge to be transferred is highly complex. I discuss the implications of these findings for research on social networks and product innovation. | social network, weak ties, complex knowledge | https://journals.sagepub.com/doi/abs/10.2307/2667032 |
| Public Sector Innovation | Sztompka, P. | Who - for innovation, and why – an empirical analysis | Research Policy 31 (6): 947-967 | 1999 | In recent years, there has been growing interest in co-operative arrangements for innovation, with some commentators arguing innovation is no longer the province of individual firms, but depends increasingly on collective action. This paper examines the response to the UK’s version of the second European community innovation survey (CIS-2) to investigate the patterns of co-operation between innovating firms and external partners. The analysis shows the relationship between innovation and co-operation is not straightforward. From a subjective (i.e. firm based) perspective, it is clear that most firms still develop their new products, processes and services without forming (formal) co-operative arrangements for innovation with other organisations. However, firms that engage in R&D and that are attempting to introduce higher level innovations, i.e. ‘new to the market’ rather than ‘new to the firm’ innovations—are much more likely to engage in co-operative arrangements for innovation. Consequently, if an objective (i.e. innovation-based) perspective is taken, which weighs innovations by their significance, then it is likely that a significant proportion of high-level innovations are developed through co-operative arrangements, although unfortunately the CIS-2 does not indicate the direct significance of these arrangements to the development of the innovations. In summary, the extent of co-operative arrangements for innovation appears to depend on the type of firms being considered and on what is meant by innovation. | Innovation, and why, empirical analysis | https://doi.org/10.1016/S0048-7333(01)00172-X |
| Social Innovation | Farrell, C.M. | Citizen participation in governance | Public Money and Management | 2000 | The existence of an effective means of citizen participation within public service decision-making forums will be one of the biggest challenges for public mangers in 2010. The establishment of systems which bring citizen representatives into the polity can provide unique opportunities for citizen inputs - one such system is the school governing body, made up of citizen, professional and political representatives. This article reports on an investigation into citizen participation within the governance of schools. It finds that while governing bodies provide the opportunity for citizen participation, citizens are not actively involved in school governance. A number of measures are recommended which may assist in enhancing the citizen governance role. | public services, decision making, school governance | https://www.researchgate.net/publication/285857311_Citizen_Participation_in_Governance |
| Digital Transformation | Prahalad C.K. and Ramaswamy V. | Co-opting customer competence | Harvard Business Review | 2000 | Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have largely ignored the agent that is most dramatically transforming the industrial system as we know it: the consumer. In a market in which technology enabled consumers can now engage themselves in an active dialogue with manufacturers-a dialogue that customers can control - companies have to recognize that the customer is becoming a partner in creating value. In this article, authors C.K. Prahalad and Venkatram Ramaswamy demonstrate how the shifting role of the consumer affects the notion of it company's core competencies. Where previously, businesses learned to draw on the competencies and resources of their business partners and suppliers to compete effectively, they must now include consumers as part of the extended enterprise, the authors say. Harnessing those customer competencies won't be easy. At a minimum, managers must come to grips with four fundamental realities in co-opting customer competence: they have to engage their customers in an active, explicit, and ongoing dialogue; mobilize communities of customers; manage customer diversity; and engage customers in cocreating personalized experiences. Companies will also need to revise some of the traditional mechanisms of the marketplace - pricing and billing systems, for instance-to account for their customers' new role. | customer engagement, co-creation, business | https://hbr.org/2000/01/co-opting-customer-competence |
| Living Labs | Creswell J. W. and Miller D. L. | Determining validity in qualitative inquiry. | Theory Into Practice | 2000 | In this discussion we define validity as how accurately the account represents participants’ realities of the social phenomena and is credible to them (Schwandt, 1997). Procedures for validity include those strategies used by researchers to establish the credibility of their study. Throughout this discussion, we make the assumption that validity refers not to the data but to the inferences drawn from them (Hammersley & Atkinson, 1983). | validity, research methodology | https://doi.org/10.1207/s15430421tip3903_2 |
| Digital Transformation | M. Falch, & A. Henten. | Digital Denmark: From information society to network society | Telecommunications Policy, 24(5), 377–394 | 2000 | The Danish Government recently issued a new policy report, Digital Denmark, on the “conversion to a network society”, as a successor to its Information Society 2000 report (1994). This is part of a new round of information society policy vision statements that are, or will be forthcoming from national governments everywhere. Denmark provides an interesting case study because it ranks high in the benchmark indicators of information network society developments. This position has been obtained largely by public sector initiatives and without erosion of the highly reputed Scandinavian model for a welfare society. However, globalisation and the spreading use of new information and communication technologies and services challenge this position. This article examines Denmark's performance in implementing its IS 2000 plans, the background to the Digital Denmark report, and its implications for the next phase of information society development. | Digital Denmark, information, society | https://doi.org/10.1016/S0308-5961(00)00028-8 |
| Service Design | Doz Y.L. and Olk P.M. Smith Ring P. | Formation process of R&D consortia: which path to take? where does it lead? | Strategic Management Journal, 21 (3), p. 239-266 | 2000 | Research into network formation generally takes one of two approaches. Either it examines the outcomes of variations in the context and motives of the formation without examining the dynamics of the process, or it identifies the sequence of activities during the formation but does not examine variations within the formation. In this paper we complement both approaches by examining variations within the formation process and their consequences. We take an exploratory approach. Our analysis of survey data collected on the formation process of 53 R&D consortia reveals two distinct formation paths. The first involves emergent processes, developing from changes in the environment and a common interest and similar views among potential members. In the second, the process appears to be engineered-a triggering entity actively recruits potential members to join in the consortium. We conclude the paper with propositions on the importance of these formation types for the development of strategic networks. | network formation, variation, survey | https://www.jstor.org/stable/3094187?seq=1#page_scan_tab_contents |
| Public Sector Innovation | Coombs R. and Miles I. | Innovation measurement and services: the new problematique | In 'Innovation systems in the service economy. Measurement and case study analysis'; Kluwer, Boston | 2000 | The received concepts of innovation, and the measurement techniques based upon those concepts, are firmly rooted in the study of manufacturing innovation. Are they well suited to analysing innovation in economies in which service sectors and service functions play such a dominant role? | service sector, innovation system, innovation process, service activity, innovative activity | https://link.springer.com/chapter/10.1007/978-1-4615-4425-8_5 |
| Digital Transformation | Ryan, R. M., & Deci, E. L. | Intrinsic and extrinsic motivations: Classic definitions and new directions | Contemporary Educational Psychology, 25, 54-67 | 2000 | Intrinsic and extrinsic types of motivation have been widely studied, and the distinction between them has shed important light on both developmental and educational practices. In this review we revisit the classic definitions of intrinsic and extrinsic motivation in light of contemporary research and theory. Intrinsic motivation remains an important construct, reflecting the natural human propensity to learn and assimilate. However, extrinsic motivation is argued to vary considerably in its relative autonomy and thus can either reflect external control or true self-regulation. The relations of both classes of motives to basic human needs for autonomy, competence and relatedness are discussed. | Intrinsic, extrinsic, motivations | https://doi.org/10.1006/ceps.1999.1020 |
| Social Innovation | den Hertog, P. | Knowledge-intensive business services as co-producers of innovation | International Journal of Innovation Management 4 (4): 491-528 | 2000 | In the unfolding knowledge-based economy, services do matter. But while they are increasingly seen to play a pivotal role in innovation processes, there has been little systematic analysis of this role. This essay presents a four-dimensional model of (services) innovation, that points to the significance of such non-technological factors in innovation as new service concepts, client interfaces and service delivery system. The various roles of service firms in innovation processes are mapped out by identifying five basic service innovation patterns. This framework is used to make an analysis of the role played by knowledge-intensive business services (KIBS) in innovation. KIBS are seen to function as facilitator, carrier or source of innovation, and through their almost symbiotic relationship with client firms, some KIBS function as co-producers of innovation. It is further argued that, in addition to discrete and tangible forms of knowledge exchange, process-oriented and intangible forms of knowledge flows are crucial in such relationships. KIBS are hypothesised to be gradually developing into a "second knowledge infrastructure" in addition to the formal (public) "first knowledge infrastructure", though there is likelihood of cross-national variations in the spill-over effects from services innovation in and through KIBS, and in the degree to which KIBS are integrated with other economic activities. Finally, some implications for innovation management and innovation policy are discussed. | Knowledge-intensive, business services, co-producers, innovation | https://doi.org/10.1142/S136391960000024X |
| Public Sector Innovation | Gibbons M. | Mode 2 society and the emergence of context-sensitive science | Science and public policy, 27 (3), p. 159-163 | 2000 | The notion of context-sensitive science is put forward as a way to approach what might be meant by interactive social science. Universities are now operating in a social environment which values research but which also has the ability and in some cases the resources to play a greater role in influencing what research is carried out and how. The environment is ‘speaking back’ to science and society is looking for leadership in the production of context-sensitive science. | context-sensitive science | https://academic.oup.com/spp/article-abstract/27/3/159/1650494 |
| Social Innovation | Martin, S. and Boaz, A. | Public participation and citizen-centred local government: lessons from the best value and better government for older people pilot programmes | Public Money and Management | 2000 | This article examines the contribution that public participation can make to the development of ‘citizen-centred government’. It draws upon the evidence of two major initiatives established by central and local government to develop and test out new approaches to service delivery (the Best Value and the Better Government for Older People pilot programmes). Evaluation of these two sets of pilots suggests that the notion of ‘citizen-centred government’ and the forms of participation that are required to achieve it are liable to a range of different interpretations. In particular there is an important distinction between approaches which seek to promote community planning and user-focused services, and those that envisage a much more active role for local people in designing and delivering local services. | participation, citizen-centred governance, public services | https://www.ingentaconnect.com/content/routledg/pmam/2000/00000020/00000002/art00008 |
| Public Sector Innovation | Hagedoorn, J., A.N. Link, and N.S. Vonortas. | Research Partnerships | Research Policy 29: 567-586 | 2000 | This article responds to the drive for research partnerships between academics and practitioners, arguing that while potential benefits are clear, these are frequently not actualized resulting in partnerships that are ineffectual or worse, exacerbate damaging or inequitable assumptions and practices. In order to understand/improve partnerships, a systematic analysis of the interrelationship between what counts as evidence and dynamics of participation is proposed. Drawing on data from a seminar series and iterative analysis of seven case studies of partnerships between Higher Education Institutions and International Non-Governmental Organisations, the article concludes by suggesting substantial shifts in the theory and practice of partnerships. © 2019 The Authors Journal of International Development Published by John Wiley & Sons Ltd | Research partnerships | https://doi.org/10.1002/jid.3417 |
| Digital Transformation | Ryan, R. M., & Deci, E. L. | Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being | American Psychologist, 55, 68-78 | 2000 | Human beings can be proactive and engaged or, alternatively, passive and alienated, largely as a function of the social conditions in which they develop and function. Accordingly, research guided by self-determination theory has focused on the social-contextual conditions that facilitate versus forestall the natural processes of self-motivation and healthy psychological development. Specifically, factors have been examined that enhance versus undermine intrinsic motivation, self-regulation, and well-being. The findings have led to the postulate of three innate psychological needs--competence, autonomy, and relatedness--which when satisfied yield enhanced self-motivation and mental health and when thwarted lead to diminished motivation and well-being. Also considered is the significance of these psychological needs and processes within domains such as health care, education, work, sport, religion, and psychotherapy. | Self-determination theory, facilitation of intrinsic motivation, social development, well-being | http://selfdeterminationtheory.org/SDT/documents/2000_RyanDeci_SDT.pdf |
| Social Innovation | Gulati, R., Nohria, N. and A. Zaheer. | Strategic networks | Strategic Management Journal 21 (3): 203-215 | 2000 | This paper introduces the important role of networks of interfirm ties in examining fundamental issues in strategy research. Prior research has primarily viewed firms as autonomous entities striving for competitive advantage from either external industry sources or from internal resources and capabilities. However, the networks of relationships in which firms are embedded profoundly influence their conduct and performance. We identify five key areas of strategy research in which there is potential for incorporating strategic networks: (1) industry structure, (2) positioning within an industry, (3) inimitable firm resources and capabilities, (4) contracting and coordination costs, and (5) dynamic network constraints and benefits. For each of these issues, the paper outlines some important insights that result from considering the role of strategic networks. Copyright © 2000 John Wiley & Sons, Ltd. | Strategic networks | https://doi.org/10.1002/smj.4250090104 |
| Digital Transformation | Deci, E. L., & Ryan, R. M. | The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior | Psychological Inquiry, 11, 227-268 | 2000 | Self-determination theory (SDT) maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness. We discuss the SDT concept of needs as it relates to previous need theories, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being. This concept of needs leads to the hypotheses that different regulatory processes underlying goal pursuits are differentially associated with effective functioning and well-being and also that different goal contents have different relations to the quality of behavior and mental health, specifically because different regulatory processes and different goal contents are associated with differing degrees of need satisfaction. Social contexts and individual differences that support satisfaction of the basic needs facilitate natural growth processes including intrinsically motivated behavior and integration of extrinsic motivations, whereas those that forestall autonomy, competence, or relatedness are associated with poorer motivation, performance, and well-being. We also discuss the relation of the psychological needs to cultural values, evolutionary processes, and other contemporary motivation theories. | Human needs, self-determination | https://doi.org/10.1207/S15327965PLI1104_01 |
| Social Innovation | Gadrey J. | The characterization of goods and services: an alternative approach | Review of Income and Wealth, 46 (3), p. 369-387 | 2000 | The definitions of goods and services have been debated among economists for more than two centuries. This article seeks to consider the definitions currently used from a critical perspective and to offer a new general definition of services that is compatible with the existence of several demand rationales. | goods/services, definitions, demand rationale | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1475-4991.2000.tb00848.x |
| Public service value co creation | Etzkovitz H., Leydesdorff L. | The dynamics of innovation from national systems and ’Mode 2’ to a triple helix of university-industry-government relations | Research Policy, 29 (2): 109-123 | 2000 | The Triple Helix of university–industry–government relations is compared with alternative models for explaining the current research system in its social contexts. Communications and negotiations between institutional partners generate an overlay that increasingly reorganizes the underlying arrangements. The institutional layer can be considered as the retention mechanism of a developing system. For example, the national organization of the system of innovation has historically been important in determining competition. Reorganizations across industrial sectors and nation states, however, are induced by new technologies (biotechnology, ICT). The consequent transformations can be analyzed in terms of (neo-)evolutionary mechanisms. University research may function increasingly as a locus in the “laboratory” of such knowledge-intensive network transitions. | mode 2, triple helix, university–industry–government relations, innovation | https://www.sciencedirect.com/science/article/abs/pii/S0048733399000554 |
| Digital Transformation | Light, P. C. | The empty government talent pool: The new public service arrives. | The Brookings Review, 18(1), 20–23 | 2000 | Having lost its monopoly on public service, government in general, and the federal government in particular, simply is not configured to offer the work that young Americans want. Beset by downsizing, recurrent political scandal, and a never-ending war on waste, the federal government has yet to articulate a clear vision of how to compete against the private sector for talent. Agencies are struggling just to hold the talent they already have, let alone imagine a new public service in which expertise moves more freely across the sectors. Contrary to conventional wisdom, there is little evidence that government can win the recruiting battle with higher pay. Young Americans are not saying, “Show me the money” so much as “Show me the work.” And on that count government is losing ground. | government services, non-profit sector, non-profit organizations, private sector, local government, civil service, military recruitment, hiring, human capital | https://www.jstor.org/stable/20080889?seq=1#page_scan_tab_contents |
| Public service value co creation | Scott, PG, & Pandey, SK | The influence of red tape on bureaucratic behavior: An experimental simulation | Journal of Policy Analysis and Management | 2000 | Understanding how certain organizational and individual attributes shape responses to red tape is an area that has received little research attention. This study uses an experimental simulation to address these questions. It examines the effect of red tape upon the propensity to provide assistance to clients in a simulated public assistance agency. The findings showed that increasing levels of red tape produce in a corresponding reduction in benefits provided to clients, but that this relationship is strongly moderated by the respondent's perceptions of clients. Clients perceived as more sympathetic consistently received higher levels of benefits than those perceived as less sympathetic. Education and professional training also played a role in influencing award decisions. © 2000 by the Association for Public Policy Analysis and Management. | Influence, red tape, bureaucratic | https://doi.org/10.1002/1520-6688(200023)19:4%3C615::AID-PAM6%3E3.0.CO;2-U |
| Social Innovation | Burt, R.S. | The network structure of social capital | Research in Organizational Behavior 22: 345-423. A CITER | 2000 | This is a review of argument and evidence on the connection between social networks and social capital. My summary points are three: (1) Research and theory will better cumulate across studies if we focus on the network mechanisms responsible for social capital effects rather than trying to integrate across metaphors of social capital loosely tied to distant empirical indicators. (2) There is an impressive diversity of empirical evidence showing that social capital is more a function of brokerage across structural holes than closure within a network, but there are contingency factors. (3) The two leading network mechanisms can be brought together in a productive way within a more general model of social capital. Structural holes are the source of value added, but network closure can be essential to realizing the value buried in the holes. | Network structure, social capital | https://doi.org/10.1016/S0191-3085(00)22009-1 |
| Public service value co creation | Denhardt, RB, & Denhardt, JV | The New Public Service: Serving Rather than Steering | Public Administration Review, 60.6 (2000) : 549-559 | 2000 | The New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the “New Public Service,” a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society. | New Public Management, "New Public Service", citizens and civil society | https://www.academia.edu/23137016/The_New_Public_Service_Serving_Rather_than_Steering |
| Public Sector Innovation | DeLeon, L, & Denhardt, R, B | The Political Theory of Reinvention | Public administration review | 2000 | In this article, we examine the implications of the reinvention movement for democratic governance, broadly defined. The most basic premise of the reinvention movement is a belief that the accumulation of the narrowly defined self‐interests of many individuals can adequately approximate the public interest. By “narrowly defined,” we mean the interests of individuals as they privately apprehend them, unmediated by participation in a process of civic discourse. To illustrate the centrality of this assumption to the implicit theory of reinvention, we consider three of its elements—its use of the market model, its emphasis on customers rather than citizens, and its glorification of entrepreneurial management. We then examine the implications of the self‐interest assumption, which entails a rejection of democratic citizenship, civic engagement, and the public interest, broadly conceived. | reinevention movement, democratic governance, participation | https://onlinelibrary.wiley.com/doi/abs/10.1111/0033-3352.00068 |
| Social Innovation | Pyka A. and Windrum P. | The self-organisation of innovation networks | Eighth International Joseph A. Schumpeter Society Conference, Manchester UK, 28th June-1st July. | 2000 | This paper explores the self-organising principles of horizontally-integrated innovation networks. It is shown that such networks can self-organising in environments where the co-ordination and production of new knowledge is itself a complex, dynamic and highly non-linear processes. The paper argues the development of a self-organisation perspective of innovation networks has two advantages. First, it provides a general framework of dynamic systems in which different strands of a highly fragmented literature can be drawn together. Second, formal self-organisation modelling techniques can provide interesting new insights into the micro-macro processes driving dynamic innovation systems. Section 1 of the paper identifies the four key principles of self-organisation: local interaction, non-linearity ,thermodynamic openness and emergence. Section 2 discusses important complementarities between self-organisation theory and the 'new' theory of innovation, with the latter's emphasis of the systemic nature of knowledge production within innovation networks containing multiple private and public institutions that are connected in highly complicated and non-linear ways. This paves the way for a formal model of self-organising innovation networks presented in section 3. Section 4 discusses the main properties of the outputs generated by the model and its novel insights, section 5 summarising and considering the potential advantages for current and future research offered by the self-organisation approach. | innovation networks, horizontal integration, organizations, dynamic systems | http://collections.unu.edu/view/UNU:1078#viewAttachments |
| Social Innovation | Alvesson M. and Karreman D. | Varieties of discourse: On the study of organizations through discourse analysis. | Human Relations | 2000 | Discourse is a popular term used in a variety of ways, easily leading to confusion. This article attempts to clarify the various meanings of discourse in social studies, the term's relevance for organizational analysis and some key theoretical positions in discourse analysis. It also focuses on the methodological problem of the relationship between: a) the level of discourse produced in interviews and in everyday life observed as `social texts' (in particular talk); b) other kinds of phenomena, such as meanings, experiences, orientations, events, material objects and social practices; and, c) discourses in the sense of a large-scale, ordered, integrated way of reasoning/ constituting the social world. In particular, the relationship between `micro and meso-level' discourse analysis (i.e. specific social texts being the primary empirical material) and `grand and mega-level' discourse (i.e. large-scale orders) is investigated. | discourse, discourse analysis, methodology, organization study | https://journals.sagepub.com/doi/abs/10.1177/0018726700539002 |
| Public service value co creation | United Nations Division for Public Economic and Public Administration | Benchmarking E-government: A global perspective: Assessing the UN member states | United Nations | 2001 | Broadly defined, e-government can include virtually all information and communication technology (ICT) platforms and applications in use by the public sector. In order to maximize e-government's effectiveness and realize its vast potential, several fundamental conditions must exist in order to facilitate an enabling environment. The study's primary goal was to objectively present facts and conclusions that define a country's e-government environment and demonstrate its capacity (or lack of) to sustain online development. This was accomplished by a comparative analysis of fundamental information technology (IT) indicators and critical human capital measures for each UN Member State. | e-government, ICTs, enabling environment, capacity, indicators | https://publicadministration.un.org/egovkb/Portals/egovkb/Documents/un/English.pdf |
| Public service value co creation | Vigoda, E, & Golembiewski | Citizenship Behavior and the Spirit of New Managerialism: A Theoretical Framework and Challenge for Governance | American review of public administration | 2001 | This article develops an integrative understanding of the relationship between citizenship behavior in and around organizations and new public management (NPM). The authors argue that recent theory of NPM underestimates the economic, symbolic, and educational contribution of many voluntary actions, here termed citizenship behavior, to public organizations as well as to modern society. Relying on this argument, the authors develop a multidimensional model of citizenship behavior that can be applied in the public sector. The model deals with micro-citizenship, midi-citizenship, macro-citizenship, and metacitizenship. Citizenship is thus advocated as a vital construct for the formation of the new managerial spirit and at the same time as a major coming challenge for governance. Finally, several responsibilities are elaborated for social players in fostering values of voluntarism and spontaneous involvement. These can promote a healthier public service, a more efficient bureaucracy, and richer life in prosperous modern communities. | New Public Management, citizen behavior, citizenship, values | https://journals.sagepub.com/doi/10.1177/02750740122064956 |
| Digital Transformation | Fung, A. and Wright, E.O. | Deepening Democracy: innovations in empowered participatory democracy | Politics and Society | 2001 | As the tasks of the state have become more complex and the size of polities larger and more heterogeneous, the institutional forms of liberal democracy developed in the nineteenth century—representative democracy plus technobureaucratic administration—seem increasingly ill suited to the novel problems we face in the twenty-first century. “Democracy” as a way of organizing the state has come to be narrowly identified with territorially based competitive elections of political leadership for legislative and executive offices. Yet, increasingly, this mechanism of political representation seems ineffective in accomplishing the central ideals of democratic politics: facilitating active political involvement of the citizenry, forging political consensus through dialogue, devising and implementing public policies that ground a productive economy and healthy society, and, in more radical egalitarian versions of the democratic ideal, ensuring that all citizens benefit from the nation’s wealth. The Right of the political spectrum has taken advantage of this apparent decline in the effectiveness of democratic institutions to escalate its attack on the very idea of the affirmative state. The only way the state can play a competent and constructive role, the Right typically argues, is to dramatically reduce the scope and depth of its activities. In addition to the traditional moral opposition of libertarians to the activist state on the grounds that it infringes on property rights and individual autonomy, it is now widely argued that the affirmative state has simply become too costly and inefficient. | democracy, political leadership, citizen involvement, state | https://www.versobooks.com/books/169-deepening-democracy |
| Digital Transformation | Buchanan, R. | Design research and the new learning. | Design Issues | 2001 | The theme of this conference is how we shape and sustain design research programs in our institutions. It is an important theme, and the conference is timely. Despite a growing body of research and published results, there is uncertainty about the value of design research, the nature of design research, the institutional framework within which such research should be supported and evaluated, and who should conduct it. In short, there is uncertainty about whether there is such a thing as design knowledge that merits seri- ous attention. My goal is to address these questions from a personal perspective, recognizing that my individual views may be less important for the goals of the conference than how my views reflect, in subtle or obvious ways, the North American social, cultural, and intellectual environment within which they have formed. The conference is about design research in the United Kingdom, and my role is to provide a contrasting perspective at the outset that may help us understand some of the issues and options that are taking shape in the United Kingdom. My willingness to play this role comes from a belief that we are in the middle of a revolution in design thinking and that events in the United Kingdom, while strongly influenced by issues of national policy, reflect changes in the field of design in many other parts of the world. | research programs, design, conference, UK | https://www.ida.liu.se/divisions/hcs/ixs/material/DesResMeth09/Theory/01-buchanan.pdf |
| Public service value co creation | J.G. March. Foreword. In A. Lomi and E.R. Larsen, editors | Dynamics of Organizations, Computational Modeling and Organization Theories | Pages ix–xvii. MIT Press | 2001 | An organization is more than the sum of its parts, and the individual components that function as a complex social system can be understood only by analyzing their collective behavior. This book shows how state-of-the-art simulation methods, including genetic algorithms, neural networks, and cellular automata, can be brought to bear on central problems of organizational theory related to the emergence, permanence, and dissolution of hierarchical macrostructures. The emphasis is on the application of a new generation of equation- and agent-based computational models that can help students of organizations to reformulate their basic research questions starting from assumptions about how to link--rather than separate--different levels of organizational analysis. | Dynamics,organizations, theories | https://doi.org/10.2307/3556626 |
| Public Sector Innovation | Borins, S. | Encouraging innovation in the public sector | Journal of Intellectual Capital | 2001 | The public sector has traditionally been considered inhospitable to innovation, particularly innovations initiated by middle managers and front-line staff. Unlike the private sector, the public sector is characterized by asymmetric incentives that punish unsuccessful innovations much more severely than they reward successful ones, by the absence of venture capital to seed creative problem solving, and by adverse selection by innovative individuals against public service careers. A growing body of evidence based on applications to innovation awards reveals that, despite this inhospitable environment, frontline public servants and middle managers are responsible for many innovations. In addition, some public sector organizations have consistently produced a large number of innovations. Draws on this evidence to suggest ways of enhancing public sector organizations’ capacity for innovation. | Innovation, Venture capital, Staff, Diversification, Evaluation | https://www.researchgate.net/publication/235255319_Encouraging_Innovation_in_the_Public_Sector |
| Public Sector Innovation | Grossetti M. | Genèse de deux systems urbains d’innovation en France : Grenoble et Toulouse | Réalités industrielles. Annales des mines, Février, pp. 68-72 | 2001 | International audienceGrenoble et Toulouse sont les deux villes française de province où les relations entre la recherche académique et l'industrie sont les plus importantes. Ces deux systèmes urbains d'innovation ont une histoire à la fois similaire sur le plan scientifique et très différente sur le plan industriel. Les logiques industrielles à Grenoble et politiques à Toulouse ont produit à l'origine une bifurcation semblable dans un moment de réorganisation du système scientifique français. Par la suite, alors que Grenoble connaissait un développement industriel spontané, Toulouse bénéficiait d'une suite de politiques nationales et locales aboutissant à la construction du système d'innovation actuel | Systems urbains d’innovation, grenoble, toulouse | https://core.ac.uk/download/pdf/50542263.pdf |
| Public Sector Innovation | Araujo, J.F. | Improving public service delivery: the crossroads between NPM and traditional bureaucracy | Public Administration | 2001 | This article analyses a New Public Management (NPM) style of reform recently introduced in Portuguese public administration. The reform introduces new organizations to a method of delivering public services called ‘Citizen Shops’ (CS) (Lojas dos Cidadãos). Several public services are concentrated in a single building whose management follows the practices of the private sector concerning service delivery and opening times, rather like a ‘shopping centre’. ‘Citizen Shops’ is a kind of agencification and is an attempt to avoid the constraints of civil service red tape and bureaucratic resistance to change. The author argues that the extent to which new ideas were imported from NPM was limited and constrained by the institutional framework and the culture prevailing in Portuguese bureaucracy. Citizen Shops reproduced the hierarchical and centralized nature of service delivery and followed the traditional patterns of control. The prevailing structure is an important constraint on NPM development. | New Public Masnagement, public services, "lojas dos cidadaos", change resistance | https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-9299.00286 |
| Public Sector Innovation | Oulton N. | Must the growth rate decline? Baumol’s unbalanced growth revisited | Oxford Economic Papers, vol. 53 pp. 605-627 | 2001 | According to Baumol's model of unbalanced growth, if resources are shifting towards industries where productivity is growing relatively slowly, the aggregate productivity growth rate will slow down. This conclusion is often applied to the advanced industrial economies, where resources are indeed shifting towards the relatively stagnant service industries. This paper shows that Baumol's conclusion only follows if the stagnant industries produce final products. This is important empirically, since the most rapidly expanding service industries are those such as financial and business services, which are large producers of intermediate products. Even if such industries are stagnant, it is shown that a movement of resources into them may be associated with rising, not falling, aggregate productivity growth. | Growth, decline, baumol’s unbalanced, growth | DOI:10.1093/oep/53.4.605 |
| Social Innovation | Barney, J. B. | Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. | Journal of Management, 27(6), 643–650 | 2001 | The resource-based view can be positioned relative to at least three theoretical traditions: SCP-based theories of industry determinants of firm performance, neo-classical microeconomics, and evolutionary economics. In the 1991 article, only the first of these ways of positioning the resourcebased view is explored. This article briefly discusses some of the implications of positioning the resource-based view relative to these other two literatures; it also discusses some of the empirical implications of each of these different resource-based theories. | resource-based theories, industry determinants, neo-classical microeconomics, evolutionary economics | https://journals.sagepub.com/doi/abs/10.1177/014920630102700602 |
| Public Sector Innovation | K.M. Carley and V. Hill. | Structural change and learning within organiza- tions | A. Lomi and E.R. Larsen, editors, Dynamics of Organizations, Computational Modeling and Organization Theories, chapter 2, pages 63–92. MIT Press | 2001 | This study explores whether an ecological, an adaptation, or a random organizational action perspective more appropriately describes the impact of organizational change in a population of voluntary social service organizations. The results indicate that some changes are disruptive, some have no impact on organizational mortality, and others are adaptive. One plausible interpretation of the results is that the effects of organizational changes depend on the location of the changes in the organization -- whether in the core or the periphery. Core changes, which are thought to be more disruptive, are best described by an ecological view. Peripheral changes are best described by an adaptation view. The study shows that selection and adaptation are complementary rather than contradictory views, and one clear implication is the need for simultaneous modeling of selection and adaptation processes to build a more complete theory of organizational change. | Structural change, learning within organizations | http://oz.stern.nyu.edu/seminar/sp04/0422-1.pdf |
| Public Sector Innovation | Möllering, G. | The nature of trust: from Georg Simmel to a theory of expectation, interpretation and suspension | Sociology 35 (2): 403-420 | 2001 | This article undertakes a substantial theoretical reorientation of research into the concept of trust. Analysing key passages in the work of Georg Simmel, it is argued that the link between trust bases and a trustful state of expectation is much weaker than is commonly assumed. In particular, Simmel recognises a `further element', a kind of faith, that is required to explain trust and its unique nature. His work has influenced key authors in the field such as Luhmann and Giddens, but the `further element' that concerns the crucial, proverbial leap of trust is still underdeveloped. Hence, the article proceeds to conceptualise trust as a mental process of three elements that further research should embrace: expectation, interpretation and suspension. Expectation is the state (outcome) at the end of the process. It is preceded by the combination of interpretation and suspension. The former concerns the experiencing of reality that provides `good reasons'. It is recognised that current trust research already moves away from the rational choice model and allows for affective and abstract (moral) trust bases. However, any form of interpretation is limited and does not inevitably enable expectation. Therefore, an additional element (in line with Simmel) is introduced in this article: suspension. This is the mechanism of bracketing the unknowable, thus making interpretative knowledge momentarily certain. Suspension enables the leap of trust. Functional consequences of trust such as risk-taking, co-operation, relationships or social capital should not be confounded with trust. | Nature of trust, theory of expectation, interpretation, suspension | https://doi.org/10.1177/S0038038501000190 |
| Social Innovation | Dahan E., Hauser J.R. | The virtual consumer | Journal of Product Innovation Management, 19 (5), p. 332-354 | 2001 | Virtual consumer | http://www.mit.edu/~hauser/Papers/Dahan%20Hauser%20Virtual%20Customer%20JPIM%2002.pdf | |
| Service Design | Hatchuel, A. | Towards Design Theory and expandable rationality: The unfinished program of Herbert Simon | Journal of management and governance, 5(3-4), 260-273 | 2001 | Problem solving also soon became the key entry to what he labeled a « science of the artificial » or a « Science of Design ». This second program took growing importance in connection with his own involvement in Artificial intelligence and cognitive psychology. Here one can be grateful to Simon's outstanding shrewdness and insight. Although there is now an increased awareness to innovation and growth processes, still few economists would spontaneously think that a good theory of Design is important for their own discipline. Yet, Simon's attempts to develope a Design theory remain unfinished. I will discuss in this paper the two central reasons that support this point : i) Simon's always maintained that Design and creativity were special forms of problem solving while it is more likely that Decision making and problem solving are restricted forms of Design ; ii) Simon's limited interest for the construction of social interaction which is a key resource of design processes3. This discussion will allow me to introduce a concept of « expandable rationality » as a potential paradigm for design theory. To conclude, I will suggest that, in spite of human agents limitations in problem solving and decision making, economic growth and value creation may result from their expandable design abilities. | Industrial Organization, Expandable Rationality, Design Theory | https://link.springer.com/article/10.1023%2FA%3A1014044305704 |
| Digital Transformation | Lowndes, V., Pratchett, L. and Stoker, G. | Trends in public participation: part I – local government perspectives | Public Administration | 2001 | This article analyses the prospects for change through an examination of current practice and attitudes within local government. It presents findings from research commissioned by the Department of the Environment, Transport and the Regions (DETR) to fill gaps in existing knowledge about the extent and nature of participation exercises in local government. The study is unique in that it provides, in effect, a census of local government activity to enhance public participation. Survey-based analysis was complemented by qualitative research on the experience and aspirations of local government members and officers regarding public participation – both positive and negative. Consequently, this research complements existing studies of new developments in local participation which have tended to be largely descriptive and uncritical, focusing upon examples of ‘good practice’ and lacking any statistical underpinning regarding general trends. | local government, participation, empirical evidence | http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.455.3895&rep=rep1&type=pdf |
| Digital Transformation | A. Andersen, & K. Viborg Bjorn-Andersen. | UC Irvine Global- ization of I.T. Title Globalization and E-Commerce: Growth and Impacts in Denmark Publication | 2001 | The Danish e-commerce strategy is centered on rapid adoption, implementation, and exploitation of e-commerce in all sectors of the economy, rather than a production-led strategy. • The economy has an international advantage in B-to-B e-commerce diffusion. • The diffusion of the Internet based on B-to-C e-commerce has been less successful than in the other Scandinavian countries and the United States. • E-commerce adoption has not led to rapid structural changes in the employment pattern. • The government is strongly committed to addressing the digital divide, implementing public e-procurement as an e-commerce driver, and supporting e-commerce research and development. • There is a policy commitment to utilize e-commerce with a welfare twist: to further develop the current welfare society model for a better quality of life; new scientific achievements; better public service; improved healthcare; more exciting jobs; more interesting cultural offerings; and a less stressed workforce with more time for individual development. • There is a lack of commitment towards fighting structural and legal inhibitors (such as educational aspects, taxation, and venture capital). | Globalization, e-commerce, growth, impacts | https://escholarship.org/content/qt4pv3z4z2/qt4pv3z4z2.pdf | |
| Social Innovation | Faerman, S.R., McCaffrey, D.P. and D.M. Van Slyke. | Understanding interorganizational cooperation: Public-private collaboration in regulating financial market innovation | Organization science 12 (3): 372-388 | 2001 | This paper examines how a collaborative effort between the private and public sectors, called the Derivatives Policy Group (DPG), helped shape current regulation of financial innovation. In 1994 and 1995, this group of six large financial firms developed procedures for risk management, internal controls, and reporting for largely unregulated areas of finance, in cooperation with the United States Securities and Exchange Commission and Commodity Futures Trading Commission. The process succeeded despite strong competition among the firms themselves and incentives for both the public and private sectors to resort to adversarial lobbying and legal challenges. The Derivatives Policy Group was a path-setting event in the development of flexible regulation of financial innovation that is now the norm for related policy making.The case is important in and of itself--the financial markets are a major concern of national and international economic policy--but here we treat it as an instance of a larger class of problems. Organizational science constantly encounters settings that involve numerous participants who compete or have histories of conflicts; who are interdependent, and collectively would gain (and even individually gain long term) by cooperating rather than competing on an issue; who fall under different governance systems; and who try as a group to design rules and principles governing their behavior. Four factors appear repeatedly in the research on the success or failure of such arrangements. These are (1) the initial dispositions toward cooperation, (2) the extant issues and incentives, (3) leadership, and (4) the number and variety of organizations involved. This paper focuses on how these factors shaped the development and consequences of the Derivatives Policy Group, and the general implications of this process for interorganizational cooperation. | Interorganizational cooperation, public-private collaboration, regulating innovation, financial market | DOI:10.1287/orsc.12.3.372.10099 |
| Public Sector Innovation | Wolfram S. | A New Kind of Science | Wolfram Media, Inc | 2002 | New kind, science | ||
| Public service value co creation | Mont O. | Clarifying the concept of product-service system | Journal of Cleaner Production, 10 (3), 237-245 | 2002 | A new trend of product–service systems (PSSs) that has the potential to minimise environmental impacts of both production and consumption is emerging. This article attempts to build a theoretical framework for PSS and serves as a background for identifying possible investment needs in studying them. There are three main uncertainties regarding the applicability and feasibility of PSSs: the readiness of companies to adopt them, the readiness of consumers to accept them, and their environmental implications. The main finding is that successful PSSs will require different societal infrastructure, human structures and organisational layouts in order to function in a sustainable manner. | product–service systems, sustainability, functional economy | https://www.sciencedirect.com/science/article/pii/S0959652601000397 |
| Living Labs | Bettencourt, L.A., A.L. Ostrom, S.W. Brown, & R.I. Roundtree. | Client co-production in knowledge-intensive business services | California Management Review, 44(4): 100-28 | 2002 | A common characteristic of knowledge-intensive business service (KIBS) firms is that clients routinely play a critical role in co-producing the service solution along with the service provider. This can have a profound effect on both the quality of the service delivered as well as the client's ultimate satisfaction with the knowledge-based service solution. Based on research conducted with an IT consulting firm and work done with other knowledge-intensive business service providers, this article describes clients' key role responsibilities that are essential for effective client co-production in KIBS partnerships. It then presents strategies that service providers can use to manage clients so they perform their roles effectively. By strategically managing client co-production, service providers can improve operational efficiency, develop more optimal solutions, and generate a sustainable competitive advantage. | Client, co-production, knowledge-intensive business services | https://doi.org/10.2307/41166145 |
| Social Innovation | Osborne, S., Beattie, R & Williamson, A. | Community involvement in rural regeneration partnerships in the UK | Bristol: Policy Press | 2002 | This article reports and evaluates the lessons of a comparative study of community involvement in rural regeneration partnerships in England, Scotland and Northern Ireland. It highlights the distinctive challenges that its rural context place upon such involvement and finds three elements to be especially influential in supporting this involvement. These elements are the presence of supportive voluntary and community sector infrastructure, the opportunity for communities to learn through small scale projects before more strategic involvement, and the effectiveness of small grants schemes in supporting such learning. | community involvement, UK rural context, support | https://www.jrf.org.uk/report/community-involvement-rural-regeneration-partnerships-uk-evidence-england-northern-ireland |
| Digital Transformation | Lombard, M., Snyder-Duch, J., & Bracken, C. C. | Content analysis in mass communica- tion: Assessment and reporting of intercoder reliability | Human Communication Research, 28, 587-604 | 2002 | As a method specifically intended for the study of messages, content analysis is fundamental to mass communication research. Intercoder reliability, more specifically termed intercoder agreement, is a measure of the extent to which independent judges make the same coding decisions in evaluating the characteristics of messages, and is at the heart of this method. Yet there are few standard and accessible guidelines available regarding the appropriate procedures to use to assess and report intercoder reliability, or software tools to calculate it. As a result, it seems likely that there is little consistency in how this critical element of content analysis is assessed and reported in published mass communication studies. Following a review of relevant concepts, indices, and tools, a content analysis of 200 studies utilizing content analysis published in the communication literature between 1994 and 1998 is used to characterize practices in the field. The results demonstrate that mass communication researchers often fail to assess (or at least report) intercoder reliability and often rely on percent agreement, an overly liberal index. Based on the review and these results, concrete guidelines are offered regarding procedures for assessment and reporting of this important aspect of content analysis. | Assessment,reporting of intercoder, reliability | https://doi.org/10.1111/j.1468-2958.2002.tb00826.x |
| Public service value co creation | Kelly G., Mulgan G. and Muers S. | Creating public value: an analytical framework for public service reform | Cabinet Office Strategy Unit, United Kingdom Cabinet Office, London | 2002 | This paper argues that: i) The concept of public value provides a useful way of thinking about the goals and performance of public policy. It provides a yardstick for assessing activities produced or supported by government (including services funded by government but providedby other bodies such as private firms and non-profits, as well as governmentregulation). ii) Public value provides a broader measure than is conventionally used within the new public management literature, covering outcomes, the means used to deliver them as well as trust and legitimacy. It addresses issues such as equity, ethos and accountability. Current public management practice sometimes fails to consider, understand or manage this full range of factors. | public value, services, public management | https://www.academia.edu/23693003/Creating_Public_Value_An_analytical_framework_for_public_service_reform |
| Social Innovation | Alford J. | Defining the client in the public sector: a social exchange perspective | Public Administration Review | 2002 | Government reformers urge the adoption of a private‐sector‐style “customer focus,” but critics see it as inappropriate to the public sector, in particular because it devalues citizenship. This article first argues that most public‐sector organization‐client interactions differ from the private‐sector customer transaction and offers a typology of these interactions. But second, it proposes that the central feature of the customer model—the notion of exchange—can be broadened in a way that accentuates the importance of administrators’ responsiveness to their publics. In a social‐exchange perspective, government organizations need things from service recipients—such as cooperation and compliance—which are crucial for effective organizational performance; eliciting those things necessitates meeting not only people’s material needs but also their symbolic and normative ones. Engaging in these different forms of exchange with clients is not necessarily inconsistent with an active citizenship model. | public sector, citizenship, government agencies, money, public assistance programs, customers, taxpaying, consumer preferences, prisons, normativity | https://www.jstor.org/stable/3110217?seq=1#page_scan_tab_contents |
| Digital Transformation | Rajasalu, T. | Eesti Majandus 1940–90 | Estonian | 2002 | Majandus | http://entsyklopeedia.ee/artikkel/eesti_ majandus_1940–901 | |
| Digital Transformation | U.S. Congress | E-government act of 2002 - title II - Federal Management and promotion of electronic government services | Pub.L. 107–347, 116 stat. 2899, 44. U.S.C. § 101, H.R. 2458/S. 803. Washington, DC: 44th U.S. Congress | 2002 | E-government act, federal management, electronic government services | https://www.congress.gov/107/plaws/publ347/PLAW-107publ347.pdf | |
| Social Innovation | Vigoda, E. | From responsiveness to collaboration: governance, citizens and the next generation of public administration | Public Administration Review | 2002 | The evolution of the New Public Management movement has increased pressure on state bureaucracies to become more responsive to citizens as clients. Without a doubt, this is an important advance in contemporary public administration, which finds itself struggling in an ultradynamic marketplace. However, together with such a welcome change in theory building and in practical culture reconstruction, modern societies still confront a growth in citizens’ passivism; they tend to favor the easy chair of the customer over the sweat and turmoil of participatory involvement. This article has two primary goals: First to establish a theoretically and empirically grounded criticism of the current state of new managerialism, which obscures the significance of citizen action and participation through overstressing the (important) idea of responsiveness. Second, the article proposes some guidelines for the future development of the discipline. This progress is toward enhanced collaboration and partnership among governance and public administration agencies, citizens, and other social players such as the media, academia, and the private and third sectors. The article concludes that, despite the fact that citizens are formal “owners” of the state, ownership will remain a symbolic banner for the governance and public administration–citizen relationship in a representative democracy. The alternative interaction of movement between responsiveness and collaboration is more realistic for the years ahead. | collaboration, citizenship, government bureaucracy, democracy, politicians, governance, public sector, public sphere | https://www.jstor.org/stable/3110014?seq=1#page_scan_tab_contents |
| Public Sector Innovation | Kandampully, J. | Innovation as the core competency of a service organisation: the role of technology, knowledge and networks | European Journal of Innovation Management 5(1): 18-26 | 2002 | Services lie at the very hub of the economic activity of all societies, and interlink closely with all other sectors of the economy. The exponential growth of services internationally has not only intensified competition, but has also simultaneously posed a challenge and an opportunity for the managers of services. This study examines the factors underlying the growth of services, and emerging views on what constitutes a “resource” for service organisations. To this end, the roles of technology, knowledge and networks are examined as interdependent factors. It is argued here that today's “resources” are the culmination of various advances in knowledge. Technology facilitates the maintenance of networks with customers and partners inside and outside the firm. The network of relationships renders the firm's capabilities “amorphous” in nature. This study suggests that this amorphous knowledge represents the true “resource” in a service firm, and ultimately provides the creative potential for “innovation” – the so-called “core competency”. However, innovation per se does not benefit the firm unless it manifests superior value in the customer-driven marketplace. Moreover, this study argues that service innovation results only when a firm is able to focus its entire energies to think on behalf of the customer. | Innovation, service organisation, technology, knowledge, networks | https://doi.org/10.1108/14601060210415144 |
| Public Sector Innovation | Gallouj F. | Innovation in the service economy: the new wealth of nations | Edward Elgar Publishing | 2002 | In this book Faïz Gallouj propounds a theoretical framework which describes and evaluates the main approaches to analysing and understanding innovation in services. He provides interesting and extensive empirical material on the nature and sources of innovation in various services sectors and countries, and makes an original contribution both to theories of innovation in services and theories of innovation in general. Taking both an evolutionary and conventionalist stance, he demonstrates that services, and more importantly innovations in services, can be regarded as the new wealth of nations. | innovation, services, framework, theory, empirical evidence | https://www.e-elgar.com/shop/innovation-in-the-service-economy |
| Public Sector Innovation | Hagedoorn J. | Inter-firm partnerships: an overview of major trends and patterns since 1960 | Research Policy 31: 477-492 | 2002 | This paper explores 40 years of data on R&D partnerships. These R&D partnerships are examples of inter-firm collaboration or strategic partnering, a topic that has recently attracted attention in both the academic literature and the popular press. The paper presents an analysis of some basic historical trends and sectoral patterns in R&D partnering since 1960. It also provides an overview of some major international (sectoral) patterns in the forming of R&D partnerships within the Triad (North America, Europe and Asia). | Inter-firm partnerships, trends, patterns | https://doi.org/10.1016/S0048-7333(01)00120-2 |
| Public Sector Innovation | Gallouj F. | Knowledge-intensive business services: processing knowledge and producing innovation | Gadrey J., Gallouj F. (Eds.) Productivity, Innovation and Knowledge in Services, New Socio-Economic Approaches, Edward Elgar, Cheltenham, pp. 256-284 | 2002 | This paper is divided into three parts. The first is given over to a summary of the economic debate on the nature of knowledge and on the distinction between information, knowledge and competences. In Section 2, we examine the basic mechanisms of knowledge processing and production, firstly within the general framework of learning cycles or spirals and then more specifically in the context of KIBS transactions. In Section 3, we seek to mark out the boundary and establish the nature of the links between these modes of knowledge processing and innovation in and through the use of KIBS. | Knowledge-intensive services, processing knowledge, producing innovation | https://books.google.es/books?hl=es&lr=&id=BS5mAwAAQBAJ&oi=fnd&pg=PA256&dq=Knowledge-intensive+business+services:+processing+knowledge+and+producing+innovation&ots=S5FqXGWcYo&sig=XDEW7yp7sboCK0LQ_6X54hrBOVU#v=onepage&q=Knowledge-intensive%20business%20services%3A%20processing%20knowledge%20and%20producing%20innovation&f=false |
| Public service value co creation | Rashman L. and Hartley J. | Leading and learning? Knowledge transfer in the Beacon Council Scheme | Public Administration, 80 (2), p. 523-542 | 2002 | This paper examines the Beacon Council Scheme as a distinct policy element within the UK government’s wide–ranging local government modernization agenda. The aim of the Beacon scheme is two–fold. First, reward for high performing councils and second, the achievement of substantial change by sharing ‘best practice’ from identified centres of excellence. The scheme presupposes an implicit theory of organizational change through learning. The Beacon Council Scheme is based on the assumption that the organizational preconditions exist which will facilitate learning, and through its application to practice, improve service delivery. The paper analyses the presumed and possible conditions which facilitate or impede interorganizational learning and service improvement through the scheme. The paper then examines empirical data from 59 local authority elected members and officers about their attitudes towards and motivation to take part in the Beacon scheme during the first year of its existence. The data indicate that there are differing motivations for participation in the scheme and that these reflect different learning needs. The experiences of local authority participants suggest that the formulators of the dissemination strategy at the heart of the scheme have not yet given sufficient consideration to the processes of interorganizational learning, the conditions that support such learning between authorities and the embedding of new understandings, practices and organizational cultures in the receiving authority. This suggests that the underlying theories of organizational learning and cultural change may be insufficiently developed to create and sustain the kind of transformational change that is intended by central government. | Beacon scheme, learning, local government, organization theory | https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-9299.00316 |
| Public service value co creation | Christensen, T. and Laegreid, P. | New Public Management: puzzles of democracy and the influence of citizens | The Journal of Political Philosophy | 2002 | The article starts out by presenting the main features of NPM. It outlines its general ideas and more specific reform concepts and draws attention to inconsistencies and tensions within the concept. The second and main part outlines the four state models and their different views on democracy and accountability. It asks what role the people play in each case and discusses whether NPM is changing this role. A third section examines how these models relate to one another and what tensions there are between them, and discusses whether the role of the people in the political-administrative system has been accorded more or less weight by NPM. | New Public Management, citizens' role, democracy and accountability | https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-9760.00153 |
| Digital Transformation | Den Digitale Taskforce. | Påvej mod den digitale forvalt- ning – vision og strategi for den offentlige sektor | 2002 | Digitale forvalt, offentlige sektor | https://digst.dk/media/12700/digitaliseringsstrategi-2001-2004.pdf | ||
| Public service value co creation | Bozeman, B. | Public value failure: when efficient markets may not do | Public Administration Review | 2002 | The familiar market‐failure model remains quite useful for issues of price efficiency and traditional utilitarianism, but it has many shortcomings as a standard for public‐value aspects of public policy and management. In a public‐value‐failure model, I present criteria for diagnosing values problems that are not easily addressed by market‐failure models. Public‐value failure occurs when: (1) mechanisms for values articulation and aggregation have broken down; (2) “imperfect monopolies” occur; (3) benefit hoarding occurs; (4) there is a scarcity of providers of public value; (5) a short time horizon threatens public value; (6) a focus on substitutability of assets threatens conservation of public resources; and (7) market transactions threaten fundamental human subsistence. After providing examples for diagnosis of public‐values failure, including an extended example concerning the market for human organs, I introduce a “public‐failure grid” to facilitate values choices in policy and public management. | market failure, public value, value choice, public management | https://onlinelibrary.wiley.com/doi/abs/10.1111/0033-3352.00165 |
| Service Design | Patton, M. Q. | Qualitative research & evaluation methods | Thousand Oaks, Calif: Sage Publications. | 2002 | he completely revised and updated edition of this methodological classic continues to provide practical, comprehensive and strategic guidance on qualitative design, purposeful sampling, interviewing, fieldwork, observation methods and qualitative analysis and interpretation while integrating the extensive qualitative literature of the last decade | Qualitative research, evaluation, methods | |
| Living Labs | Kark, R. & B. Shamir. | The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers | Pp. 67-91 in B.J. Avolio & F.J. Yammariono (eds.) | 2002 | In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the exceptional and diverse effects transformational leaders may have on their followers. We propose that transformational leaders may influence two levels of followers’ self-concept: the relational and the collective self thus fostering personal identification with the leader and social identification with the organizational unit. Specific leader behaviors that prime different aspects of followers’ self-concepts are identified, and their possible effects on different aspects of followers’ perceptions and behaviors are discussed. | Transformational leadership, priming relational, collective selves, effects followers | https://doi.org/10.1108/S1479-357120130000005010 |
| Public service value co creation | Tuomi I. | The future of knowledge management | Lifleong Learning in Europe, VV(2), p. 69-79 | 2002 | In this article, I characterize the main sources of knowledge management movement, show how the various generations of knowledge management succeeded each other, summarize some of the learnings, and propose some future research, policy, and management issues. | knowledge management, future research, policy | http://www.providersedge.com/docs/km_articles/future_of_km.pdf |
| Service Design | Goldstein, SM, Johnston, R, Duffy, J, & Rao, J | The service concept: the missing link in service design research? | Journal of Operations Management | 2002 | The service concept plays a key role in service design and development. But while the term is used frequently in the service design and new service development literature, surprisingly little has been written about the service concept itself and its important role in service design and development. The service concept defines the how and the what of service design, and helps mediate between customer needs and an organization’s strategic intent. We define the service concept and describe how it can be used to enhance a variety of service design processes. As illustrations here, we apply the service concept to service design planning and service recovery design processes. Employing the service concept as an important driver of service design decisions raises a number of interesting questions for research which are discussed here. | Concept, service design | https://doi.org/10.1016/S0272-6963(01)00090-0 |
| Social Innovation | Boyne G. A. | Theme: Local government: Concepts and indicators of local authority performance: An evaluation of the statutory frameworks in England and Wales. | Public Money and Management | 2002 | A conceptual framework for evaluating statutory performance indicators for local authorities is developed. The framework, which contains 14 dimensions of organizational performance, is then applied to the indicators set for local government from 1993/94 to 2001/02. The results show that the validity and comparability of the indicators has improved substantially over time. However, a critical weakness that remains is the absence of indicators that link spending with service outcomes. Such indicators are essential if judgements about value for money and Best Value are to be made. | organizational performance, indoicators, local government | https://www.tandfonline.com/doi/abs/10.1111/1467-9302.00303 |
| Digital Transformation | Kunda, G., Barley, S. R., & Evans, J. | Why do contractors contract? The experience of highly skilled technical professionals in a contingent labor market | ILR Review, 55, 234- 261 | 2002 | This study examines 52 highly skilled technical contractors' explanations, in 1998, of why they entered the contingent labor force and how their subsequent experiences altered their viewpoint. The authors report three general implications of their examination of the little-studied high-skill side of contingent labor. First, current depictions of contingent work are inaccurate. For example, contrary to the pessimistic “employment relations” perspective, most of these interviewees found contracting better-paying than permanent employment; and contrary to optimistic “free agent” views, many reported feeling anxiety and estrangement. Second, occupational networks arose to satisfy needs (such as training and wage-setting) that employing organizations satisfy for non-contingent workers. Third, regarding their place in the labor market, high-skilled and well-paid technical contractors cannot be called—as contingent workers usually are—“secondary sector” workers; and their market is not dyadic, with individuals selling labor and firms buying it, but triadic, involving intermediaries such as staffing firms | Contractors contract, technical professionals, contingent labor market | https://doi.org/10.1177%2F001979390205500203 |
| Public Sector Innovation | Brugue, Q. and Gallego, R. | A democratic public administration? Developments in public participation and innovations in community governance | Public Management Review | 2003 | In political theory public administration does not appear as a defining element of democracy. Moreover, traditional public administration is by definition a non-democratic organization. This paper argues that the democratisation of public administration is both necessary and appropriate. It is necessary in order to overcome some of the theoretical and empirical limitations of the politics/administration dychotomy. It is appropriate because it allows us to tackle these limitations and the difficulties derived from it by helping improve the efficiency and effectiveness, as well as the institutional performance, of administrations. First, the paper addresses, from a conceptual perspective, the question of ‘Why democratise public administration?’. Second, it explores the mechanisms through which democratisation may be achieved both in public administration's internal and external relations – that is, ‘How can public administration be democratised?’. The conclusions point out some implications for traditional models of administrative efficiency and political responsiveness – that is, for democratic politics. | democracy, public administration, performance, participation, politics/administration dychotomy | https://www.tandfonline.com/doi/abs/10.1080/1471903032000146973 |
| Digital Transformation | McLellan, E., MacQueen, K. M., & Neidig, J. L. | Beyond the qualitative interview: Data preparation and transcription | Field Methods | 2003 | The increased use of qualitative research, especially its application in multisite studies, requires robust data collection techniques and the documentation of research procedures. The inappropriate or inadequate preparation of transcripts from audio or digital recordings can delay or negatively affect the analysis process. Although no universal transcription format is adequate for all types of qualitative data collection approaches, settings, or theoretical frameworks, there are some practical considerations that can help researchers systematically organize and analyze textual data. | qualitative data, transcription guidelines, data reduction and management | https://journals.sagepub.com/doi/abs/10.1177/1525822x02239573 |
| Social Innovation | Brown, K. and R. Keast. | Community-Govrnment engagement: community connections through networked arrangements | Asian Journal of Public Administration 25(1): 107-132 | 2003 | Changes in the social, political and economic make-up of contemporary society have resulted in greater emphasis on competition, entrepreneurship, individualisation and fragmentation but, at the same time, there has been growing calls by the community for improved connection between government and citizens, and greater integration and cooperation. Since governments cannot afford to tolerate excessive levels of tension between constituents and other stakeholders, and the previous systems of integration on their own are no longer sufficient, there is a need for new processes and mechanisms of connection. Universally, networked forms based on horizontal integration principles have been presented as the new mode for social connection. Despite their apparent simplicity, networked arrangements offer a wide array of options, structures and potential outcomes. This article explores and analyses the emerging need to customise these linkages between governments and community to optimise inherent benefits of these modes of working. It is proposed that in this context, new ways of working together require specialised mixing, matching and managing of networked arrangements between government and citizens. | Community-govrnment engagement | https://doi.org/10.1080/02598272.2003.10800411 |
| Service Design | Barnes, M., Newman, J., Knops, A. and Sullivan, H. | Constituting ‘the public’ in public participation | Public Administration | 2003 | The emphasis on public participation in contemporary policy discourse has prompted the development of a wide range of forums within which dialogue takes place between citizens and officials. Often such initiatives are intended to contribute to objectives relating to social exclusion and democratic renewal. The question of ‘who takes part’ within such forums is, then, critical to an understanding of how far new types of forums can contribute to the delivery of such objectives. This article draws on early findings of research conducted as part of the ESRC Democracy and Participation Programme. It addresses three questions: ‘How do public bodies define or constitute the public that they wish to engage in dialogue?’; ‘What notions of representation or representativeness do participants and public officials bring to the idea of legitimate membership of such forums?’; and ‘How do deliberative forums contribute to, or help ameliorate, processes of social inclusion and exclusion?’ | public participation, citizens-officials dialogue | https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-9299.00352 |
| Social Innovation | Papadopoulos, Y. | Cooperative forms of governance: problems of democratic accountability in complex environments | European Journal of Political Research | 2003 | Various schools of research in public policy (the literature on ‘governance’ and its continental counterparts) are converging to focus on the growth of policy styles based on cooperation and partnership in networks, instead of on vertical control by the state. This article focuses on issues of democratic accountability and responsiveness with these governance arrangements. It argues that until recently the legitimacy of governance networks was not at the forefront of theoretical developments, even though the ‘democratic deficit’ of governance is problematic both for normative and for pragmatic reasons. There is now increased sensitivity to this problem, but the remedies presented in the literature are unsatisfactory, and critiques of governance presuppose a somewhat idealised image of representative democracy in terms of accountability or responsiveness of decision‐makers. They also fail to offer adequate solutions to some of the central legitimacy problems of policy‐making in complex societies. | public policy, nerworks, democracy, accountability, decision-making | https://ejpr.onlinelibrary.wiley.com/doi/abs/10.1111/1475-6765.00093 |
| Social Innovation | Hajer, M. and Wagenaar, H. (eds) | Deliberative Policy Analysis: Understanding Governance in the Network Society | Cambridge: Cambridge University Press | 2003 | What kind of policy analysis is required now that governments increasingly encounter the limits of governing? Exploring the new contexts of politics and policy making, this book presents an original analysis of the relationship between state and society, and new possibilities for collective learning and conflict resolution. The key insight of the book is that democratic governance calls for a new deliberatively-oriented policy analysis. Traditionally policy analysis has been state-centered, based on the assumption that central government is self-evidently the locus of governing. Drawing on detailed empirical examples, the book examines the influence of developments such as increasing ethnic and cultural diversity, the complexity of socio-technical systems, and the impact of transnational arrangements on national policy making. This contextual approach indicates the need to rethink the relationship between social theory, policy analysis, and politics. The book is essential reading for all those involved in the study of public policy. | politics and international relations, sociology, political theory, comparative politics, organisational sociology | https://www.cambridge.org/core/books/deliberative-policy-analysis/C07A076AAD9C04D2A498A57F3D0EFFEB |
| Service Design | Crabtree, A., Hemmings, T., Rodden, T., Cheverst, K., Clarke, K., Dewsbury, G., Rouncefield, M. | Designing with care: Adapting cultural probes to inform design in sensitive settings | Paper presented at the Proceedings of the 2004 Australasian Conference on Computer- Human Interaction (OZCHI2004) | 2003 | We report on the methodological process of developing computer support for former psychiatric patients living in residential care settings, for older members of the community, and disabled people living at home. Methods for identifying user needs in such sensitive settings are underdeveloped and the situation presents a very complex set of design challenges. In particular, the highly personal character of such settings presents conventional observational techniques, such as ethnography, with obdurate problems that make direct observation intrusive, disruptive and inappropriate on occasion. Direct observation requires supplementation in sensitive settings. Accordingly, we report on our experiences of adapting Cultural Probes to explore care settings, to develop a design dialogue with participants, and to gather information about their unique needs. | design, cultural probes, computer support, residential care | https://www.researchgate.net/publication/239503030_Designing_with_Care_Adapting_Cultural_Probes_to_Inform_Design_in_Sensitive_Settings |
| Digital Transformation | Andersen, K. V., Bjørn-Andersen, N., & Dedrick, J. | Gover- nance Initiatives Creating a Demand-Driven E-Commerce Approach: The Case of Denmark | The Information Society, 19(1), 95–105 | 2003 | The Danish e-commerce strategy is a highly ambitious effort to become the world's leading IT nation. Instead of a production-led approach aimed at stimulating domestic hardware and software production, Denmark has pursued a demand-oriented approach focused on promoting the widespread adoption of e-commerce in the Danish society. The Danish government has developed a number of e-commerce initiatives via public-private sector partnerships--an approach we refer to as "governance." So far, it appears that Denmark has been successful in promoting business-to-business (B2B) e-commerce, with a number of Danish companies being global leaders in the use of B2B applications. On the other hand, Denmark has had less success in achieving widespread use of business-to-consumer (B2C) e-commerce. This article analyzes the Danish national environment for e-commerce, discusses four sets of governance initiatives aimed at the development of e-commerce, and analyzes the reasons for its success in B2B and relative failure in B2C adoption. | Governance, demand-driven, commerce approach | https://doi.org/10.1080/01972240309475 |
| Social Innovation | Franke N. and Shah S. | How communities support innovative activities: an exploration of assistance and sharing among end-users | Research Policy, 32 (1), p.157–178 | 2003 | This study contributes to our understanding of the innovation process by bringing attention to and investigating the process by which innovators outside of firms obtain innovation-related resources and assistance. This study is the first to explicitly examine how user-innovators gather the information and assistance they need to develop their ideas and how they share and diffuse the resulting innovations. Specifically, this exploratory study analyzes the context within which individuals who belong to voluntary special-interest communities develop sports-related consumer product innovations. We find that these individuals often prototype novel sports-related products and that they receive assistance in developing their innovations from fellow community members. We find that innovation-related information and assistance, as well as the innovations themselves, are freely shared within these communities. The nature of these voluntary communities, and the “institutional” structure supporting innovation and free sharing of innovations is likely to be of interest to innovation researchers and managers both within and beyond this product arena. | end-users, innovation, institutional structure, communities | https://www.sciencedirect.com/science/article/abs/pii/S0048733302000069 |
| Public Sector Innovation | Mulgan and Albury D | Innovation in the public Sector | Public Sector | 2003 | The purpose of this Guide is to provide a framework for understanding the processes that underpin innovation in the public sector and to provide practical insights and a resource for practitioners. In this way the Guide is designed to further encourage and facilitate an innovative culture in the Australian Public Service (APS) and the public sector more generally. | public sector, innovation, practice, Australia | https://webarchive.nationalarchives.gov.uk/+/http:/www.cabinetoffice.gov.uk/upload/assets/www.cabinetoffice.gov.uk/strategy/pubinov2.pdf |
| Social Innovation | Pyka A. and G. Kueppers. | Innovation networks - Theory and Practice | Cheltenham UK: Edward Elgar | 2003 | Innovation networks, theory, practice | ||
| Digital Transformation | Kerem, K. | Internet Banking in Estonia | Praxis Centre for Policy Studies | 2003 | The purpose of this paper is to study technology acceptance of internet banking in Estonia, an emerging east European economy.Design/methodology/approach – The present paper modifies the technology acceptance model and applies it to bank customers in Estonia, because Estonia, a country with a developing economy, has focused on internet banking as an important distribution channel.Findings – The findings suggest that internet bank use increases insofar as customers perceive it as useful. The perceived usefulness is central because it determines whether the perceived ease of internet bank use will lead to increased use of the internet bank. Put differently, a well‐designed and easy to use internet bank may not be used if it is not perceived as useful. We thus conclude that the perceived usefulness of internet banking is, for banks, a key construct for promoting customer use. We also suggest that models of technology acceptance should be re‐formulated to focus more on the key role of the perceived | Internet, banking | http:// unpan1.un.org/intradoc/groups/public/documents/UNTC/UNPAN018529.pdf. |
| Social Innovation | Hoang H. and B. Antoncic. | Network-based research in entrepreneurship: A critical review | Journal of Business Venturing 18 (2): 165-187 | 2003 | Network-based research in entrepreneurship is reviewed and critically examined in three areas: content of network relationships, governance, and structure. Research on the impact of network structure on venture performance has yielded a number of important findings. In contrast, fewer process-oriented studies have been conducted and only partial empirical confirmation exists for a theory of network development. In order to address unanswered questions on how network content, governance, and structure emerge over time, more longitudinal and qualitative work is needed. Theory building in this field would benefit also from a greater integration between process- and outcome-oriented research. | Entrepreneurship, critical review | https://doi.org/10.1016/S0883-9026(02)00081-2 |
| Public service value co creation | Chesbrough H. | Open innovation: the new imperative for creating and profiting from technology | Harvard Business School Press. | 2003 | In today's information-rich environment, companies can no longer afford to rely entirely on their own ideas to advance their business, nor can they restrict their innovations to a single path to market. As a result, says Harvard Business School Professor Henry W. Chesbrough, the traditional model for innovation--which has been largely internally focused, closed off from outside ideas and technologies--is becoming obsolete. Emerging in its place is a new paradigm, "open innovation," which strategically leverages internal and external sources of ideas and takes them to market through multiple paths. This path-breaking analysis is based on extensive field research, academic study, and the author's own longtime experience working in Silicon Valley. Through rich descriptions of the innovation processes of Xerox, IBM, Lucent, Intel, Merck, and Millennium, and the many spin-offs that have emerged from these firms, Open Innovation shows how a company can use its business model to identify a more enlightened role for R&D in a world of abundant information, better manage and access intellectual property, advance its current business, and grow its future business. Arguing that companies in all industries must transform the way they commercialize knowledge, Chesbrough convincingly shows how open innovation can unlock the latent economic value in a company's ideas and technologies. | open innovation, paradigm, business, technologies | https://books.google.com.mx/books?hl=es&lr=&id=4hTRWStFhVgC&oi=fnd&pg=PR9&dq=Open+innovation:+the+new+imperative+for+creating+and+profiting+from+technologye&ots=XtWGZMs9xC&sig=gSPGa02-3mbRlfrGK7RtDas-0LQ&redir_esc=y#v=onepage&q=Open%20innovation%3A%20the%20new%20imperative%20for%20creating%20and%20profiting%20from%20technologye&f=false |
| Social Innovation | Caloghirou Y. | Research joint ventures | Journal of Economic Surveys 17 (4): 541- 570 | 2003 | Inter-firm collaboration is not new. What is new is that such collaboration has exploded during the past couple of decades, in parallel to the intensification of international competition. Moreover, the nature of collaboration has changed, shifting from peripheral interests to the very core functions of the corporation, and from equity to non-equity forms of collaboration. Importantly, cooperation focusing on the generation, exchange, and/or adaptation of new technologies has risen at very fast rates. Research joint ventures, the focus of this paper, belong in the latter category. The proliferation of RJVs has created extensive interest among economists, business analysts, and policy decision-makers and led to the profusion of literature on the topic. This paper critically reviews the literature in industrial economics and strategic management that deals with RJV partner motives and RJV outcomes. The paper categorizes the different streams of this literature and indicates the state-of-the-art, synthesizes important understandings, and suggests key nodes of a future research agenda. | Joint ventures | https://doi.org/10.1016/S0377-2217(01)00064-9 |
| Service Design | Gregory, J. | Scandinavian approaches to participatory design | International Journal of Engineering Education, 19(1), 62-74 | 2003 | What is distinctive about Scandinavian participatory design approaches? What can we learn from Scandinavian participatory design approaches that we can take into our own design practices, collaborations in design, and design pedagogy? The discussion argues that three principles distinguish Scandinavian approaches to participatory design: striving for democracy and demo-cratisation; explicit discussions of values in design and imagined futures; and ways that conflicts and contradictions are regarded as resources in design. The author draws on recent experiences in Norway, in multi-disciplinary and international collaborations in health informatics. Background on Scandinavian approaches to participatory design is provided to give a sense of their distinctive history and critiques reflecting on problems and limits encountered. An instance of information systems interface design is presented in order to talk concretely about Scandinavian participatory design principles in contrast to mainstream systems design traditions in the United States. | participatory design, Scandinavian approach, democratisation, values, conflict, health informatics | https://www.ijee.ie/articles/Vol19-1/IJEE1353.pdf |
| Digital Transformation | Andal-Ancion A., Cartwright P. A. and Yip G. S. | The digital transformation of traditional business. | MIT Sloan Management Review | 2003 | By fully understanding drivers of new information technologies (NIT), companies can begin to predict the potential transformations of their industries, especially in terms of how products are marketed and sold. To that end, we have developed a systematic framework that identifies which drivers are important for the different approaches of classic disintermediation, remediation and network-based mediation. Using this tool, companies can determine both the optimum ways to transform their businesses and the NIT investments required to accomplish such changes. | new information technologies, drivers, business, disintermediation, remediation, network-based mediation | https://sloanreview.mit.edu/article/the-digital-transformation-of-traditional-business/ |
| Public Sector Innovation | Feldman M. | The locational dynamics of the US biotech industry: knowledge externalities and the anchor hypothesis | Industry and Innovation, vol. 10 pp. 311-328 | 2003 | Biotechnology, rather than defined as a distinct industry like automobiles or steel, is instead a scientific knowledge base --a rapidly evolving technology --that has economically valuable applications in such diverse industries as pharmaceuticals, medical diagnostics, agriculture, bio-environmental remediation and chemical processing. Biotechnology has captured the imagination of ambitious scientific investigators, investors seeking high rates of return, as well as economic development officials who hope to anchor the industry within their district and reap the economic and employment rewards. Biotech is still at an early stage and there are many competing hypotheses about its future development. This paper adapts the concept of the anchor tenant from real estate economics to explore the locational concentration and specialization of the emerging biotech industry. Established Anchor firms who use a new technology may create knowledge externalities that benefit smaller dedicated biotech firms and increase overall innovative output in the region. In the situation of a shopping mall, the market failure is addressed through rents. In the absence of such a transfer mechanism among firms, we may except that smaller firms would benefit from a location premium and this would result in a greater number of new start-ups and better performance. | Locational dynamics, biotech industry, knowledge, externalities | DOI:10.1080/1366271032000141661 |
| Public service value co creation | Denhardt, R.B. and Denhardt, J.V. | The New Public Service: an approach to reform | International Review of Public Administration | 2003 | Under evolving forms of governance, government will play a different role in the steering of society. Yet government will still be judged by legal and political criteria, economic and market criteria, and democratic and social criteria. The first of these was central to traditional public administration, the second is at the forefront of “the new public management,” and the third is central to “the new public service.” Here we outline the characteristics of the new public service and how its principles will guide future public administrators. | citizenship, public service, governance | https://www.tandfonline.com/doi/abs/10.1080/12294659.2003.10805013 |
| Social Innovation | Newman M.E.J. | The Structure and Function of Complex Networks | SIAM Review | 2003 | Inspired by empirical studies of networked systems such as the Internet, social networks, and biological networks, researchers have in recent years developed a variety of techniques and models to help us understand or predict the behavior of these systems. Here we review developments in this field, including such concepts as the small-world effect, degree distributions, clustering, network correlations, random graph models, models of network growth and preferential attachment, and dynamical processes taking place on networks. | networked systems, prediction, small-world effect, degree distributions, clustering, random graph models | https://epubs.siam.org/doi/abs/10.1137/s003614450342480 |
| Digital Transformation | Golafshani N. | Understanding reliability and validity in qualitative research. | The Qualitative Report | 2003 | The use of reliability and validity are common in quantitative research and now it is reconsidered in the qualitative research paradigm. Since reliability and validity are rooted in positivist perspective then they should be redefined for their use in a naturalistic approach. Like reliability and validity as used in quantitative research are providing springboard to examine what these two terms mean in the qualitative research paradigm, triangulation as used in quantitative research to test the reliability and validity can also illuminate some ways to test or maximize the validity and reliability of a qualitative study. Therefore, reliability, validity and triangulation, if they are relevant research concepts, particularly from a qualitative point of view, have to be redefined in order to reflect the multiple ways of establishing truth. | reliability, validity, triangulation, construct, qualitative, quantitative | https://nsuworks.nova.edu/tqr/vol8/iss4/6/ |
| Public Sector Innovation | Bretschneider S. I., Marc-Aurele F. J. and Wu J | Best practices research: A methodological guide for the perplexed. | Journal of Public Administration Research and Theory | 2004 | Like many applied fields, public administration has a long-running love affair with the idea of “best practices” research. Although occasional reviews and critical examinations of approaches to best practices research have appeared in the literature (Overman and Boyd 1994), very little critical examination and reflection have been devoted to core methodological issues surrounding such work. The purpose of this article is twofold. First, we critically examine the underlying assumptions associated with “best practices research” in order to distill an appropriate set of rules to frame research designs for best practice studies. Second, we review several statistical approaches that provide a rigorous empirical basis for identification of “best practices” in public organizations—methods for modeling extreme behavior (i.e., iteratively weighted least squares and quantile regression) and measuring relative technical efficiency (data envelopment analysis [DEA]). | best practices, research methodology, pubic organizations | https://doi.org/10.1093/jopart/mui017 |
| Living Labs | Følstad, A. | Brukerinvolvering I offentlige IT-prosjekter: Metoder for brukersentrert utvikling (User involvement in public IT projects: User-centered development methods) | Asbjørn Følstad, SINTEF IKT. Oslo, 13. mai, 2004 | 2004 | Efficiency and quality information technologies should be used to streamline the public sector and provide new and better services to users. The user in the center. Public services should be easy to use and adapted to the needs of the individual. Participation and identity IT can give citizens better access to public information and access to political processes. Good organization of IT can provide new opportunities for participation in social and working life. | value creation, public sector, public services, information technologies, user centered, participation | https://www.sintef.no/globalassets/project/effin/dokumenter/seminar-1-2004/asbjorn-folstad_mai2004.pdf |
| Digital Transformation | Fountain J. E. | Building the virtual state: Information technology and institutional change | Brookings Institution Press. | 2004 | The benefits of using technology to remake government seem almost infinite. The promise of such programs as user-friendly ""virtual agencies"" and portals where citizens can access all sections of government from a single website has excited international attention. The potential of a digital state cannot be realized, however, unless the rigid structures of the contemporary bureaucratic state change along with the times. Building the Virtual State explains how the American public sector must evolve and adapt to exploit the possibilities of digital governance fully and fairly. The book finds that many issues involved in integrating technology and government have not been adequately debated or even recognized. Drawing from a rich collection of case studies, the book argues that the real challenges lie not in achieving the technical capability of creating a government on the web, but rather in overcoming the entrenched organizational and political divisions within the state. Questions such as who pays for new government websites, which agencies will maintain the sites, and who will ensure that the privacy of citizens is respected reveal the extraordinary obstacles that confront efforts to create a virtual state. These political and structural battles will influence not only how the American state will be remade in the Information Age, but also who will be the winners and losers in a digital society. | "Virtual State", technology, integration, case studies | https://www.amazon.es/Building-Virtual-State-Information-Institutional/dp/0815700776 |
| Digital Transformation | A. L. George, & A. Bennett. | Case Studies and Theory Development | Chapter 1-2. Case Studies and Theory Development in the Social Sciences, 1–36 | 2004 | Case studies, theory development | https://doi.org/10.1017/S1537592707070491 | |
| Social Innovation | Kweit, M. G. and Kweit, R.W. | Citizen participation and citizen evaluation in disaster recovery | American Review of Public Administration | 2004 | In April 1997, Grand Forks, North Dakota, and East Grand Forks, Minnesota, experienced a disastrous flood. Both cities have been textbook examples of success according to the Federal Emergency Management Agency. They have an updated infrastructure, paid for largely by the federal government. Their downtowns are on the road to recovery with new construction and businesses. The paths of the two cities have diverged in the social and political aftermath of the flood. East Grand Forks, following consultant suggestions, instituted extensive citizen participation initiatives. East Grand Forks has experienced political stability and citizen satisfaction. Grand Forks relied primarily on bureaucratic guidance to react to the disaster. Grand Forks has experienced changes in government structure, turnover of elected and appointed officials, and much less positive citizen evaluation. This study examines the effect of perceptions of citizen participation on the citizens’ evaluation of the success of the recovery. | citizen participation, disaster recovery, disaster and political change, politics and administration | https://journals.sagepub.com/doi/10.1177/0275074004268573 |
| Social Innovation | Irvin, R.A. and Stansbury, J. | Citizen participation in decision making: is it worth the effort? | Public Administration Review | 2004 | It is widely argued that increased community participation in government decision making produces many important benefits. Dissent is rare: It is difficult to envision anything but positive outcomes from citizens joining the policy process, collaborating with others and reaching consensus to bring about positive social and environmental change. This article, motivated by contextual problems encountered in a participatory watershed management initiative, reviews the citizen-participation literature and analyzes key considerations in determining whether community participation is an effective policy-making tool. We list conditions under which community participation may be costly and ineffective and when it can thrive and produce the greatest gains in effective citizen governance. From the detritus of an unsuccessful citizen-participation effort, we arrive at a more informed approach to guide policy makers in choosing a decision-making process that is appropriate for a community's particular needs. | citizen´s participation, decision making, community, participation, citizen, decision-making process, governance, decision making, community participation, management | https://www.cornellcollege.edu/politics/IrvinParticip.pdf |
| Living Labs | Prahalad C.K. and Ramaswamy V. | Co-creation experiences: the next practice in value creation | Journal of Interactive Marketing | 2004 | Consumers today have more choices of products and services than ever before, but they seem dissatisfied. Firms invest in greater product variety but are less able to differentiate themselves. Growth and value creation have become the dominant themes for managers. In this paper, we explain this paradox. The meaning of value and the process of value creation are rapidly shifting from a product- and firm-centric view to personalized consumer experiences. Informed, networked, empowered, and active consumers are increasingly co-creating value with the firm. The interaction between the firm and the consumer is becoming the locus of value creation and value extraction. As value shifts to experiences, the market is becoming a forum for conversation and interactions between consumers, consumer communities, and firms. It is this dialogue, access, transparency, and understanding of risk-benefits that is central to the next practice in value creation. | value, value creation, consumer-centred, business | http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.474.1975&rep=rep1&type=pdf |
| Service Design | Bartl M., Ernst H., Füller J., Mühlbacher H. | Community based innovation: a method to utilize the innovative potential of online communitiers | Proceedings of the 37th HICSS Conference, Hawaii. | 2004 | In this article, the authors suggest a method to utilize the existing innovative potential of online communities by integrating its members virtually into new product development. The introduced concept of community based innovation (CBI) which is founded on groundwork of social exchange and interaction theory was explored, tested and refined in several already conducted business projects in the consumer goods sector. As result of this action research the authors illustrate CBI as a practitioner's guideline consisting of four systemized steps along one case study in the automotive industry. The presented study helps to get a deeper understanding and a more detailed overview concerning the procedures and activities used in practice. | technological innovation, innovation management, marketing management, technology management, product development, internet, design engineering, testing, refining, business | https://ieeexplore.ieee.org/abstract/document/1265464/keywords#keywords |
| Social Innovation | Cox, H. and S. Mowatt. | Consumer-driven innovation networks and e-business management systems | Qualitative Market Research: An International Journal 7 (1): 9- 19 | 2004 | This paper examines the use of consumer-driven innovation networks within the UK food-retailing industry using qualitative interview-based research analysed within an economic framework. This perspective revealed that, by exploiting information gathered directly from their customers at point-of-sale and data mining, supermarkets are able to identify consumer preferences and co-ordinate new product development via innovation networks. This has been made possible through their information control of the supply-chain established through the use of transparent inventory management systems. As a result, supermarkets’ e-business systems have established new competitive processes in the UK food-processing and retailing industry and are an example of consumer-driven innovation networks. The informant-based qualitative approach also revealed that trust-based transacting relationships operated differently from those previously described in the literature. | Consumer-driven innovation, networks, e-business management systems | DOI:10.1108/13522750410512840 |
| Living Labs | Woods, P.A. | Democratic Leadership: Drawing Distinctions with Distributed Leadership | International Journal of Leadership in Education, 7(1): 3-26 | 2004 | This article delineates the distinctiveness of democratic leadership in comparison with distributed leadership. The impetus for the exercise arises from the escalating interest in distributed leadership within the field of leadership and organizational studies. More particularly, this article addresses the danger that the idea of democratic leadership may be eclipsed or colonized by discourses on distributed leadership. A view of democracy is developed in which particular attention is given to critical theoretical roots in Marx's notion of alienation and the pervasive power of Weberian instrumental rationality. The article builds on theoretical modelling by the author (Woods 200372. Woods , PA . (2003). Building on Weber to Understand Governance: Exploring the links between identity, democracy and ‘inner distance’. Sociology, 37(1): 143–163. View all references) of a type of governance (organic governance) in which democratic rationalities are an infusing and challenging feature. Two of the rationalities give to democratic agency its distinctiveness – namely, decisional and ethical rationality. The latter is discussed more fully, as it tends to be given least explicit attention in much literature on democracy. Essential to democracy is the recognition – and, today, the reassertion – that advancing truth is worthwhile, social and possible. Ethical rationality, linked in with the other democratic rationalities, requires, inter alia, creative spaces in a dynamic organizational structure that allows for movement between tighter and looser structural frameworks; a recombination of creative human capacities which overcomes the tension between instrumentally‐rational and affective capacities; and open boundaries of participation. Implications for understanding democratic leadership are highlighted in the discussion. | Democratic leadership, drawing distinctions, distributed leadership | DOI:10.1080/1360312032000154522 |
| Digital Transformation | Den Digitale Taskforce. | Den offentlige sektors strategi for digital forvaltning 2004-06 - realisering af potentialet | 2004 | Offentlige sektors, strategi, digital forvaltning | https://digst.dk/media/12702/digitaliseringsstrategi-2004-2006.pdf | ||
| Living Labs | S.L. Vargo and R.F. Lusch. | Evolving to a new dominant logic for mar- keting | Journal of Marketing, 68:1–17 | 2004 | Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships. The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange. The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators. | Dominant logic, marketing | https://www.taylorfrancis.com/books/e/9781315699035/chapters/10.4324/9781315699035-9 https://journals.sagepub.com/doi/abs/10.1509/jmkg.68.1.1.24036?journalCode=jmxa |
| Public service value co creation | Vargo, S. L., & Lusch, R. F. | Evolving to a New Dominant Logic for Marketing | Journal of Marketing, 68 (1), p. 1-17 | 2004 | Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships. The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange. The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators. | New Dominant Logic, services, marketing | https://journals.sagepub.com/doi/abs/10.1509/jmkg.68.1.1.24036?journalCode=jmxa |
| Living Labs | Toivonen. M. | Expertise as Business: Long‐ Term Development and Future Prospects of Knowledge-Intensive Business Services (KIBS) | PhD. diss. Helsinki University of Technology, Helsinki, Finland | 2004 | Knowledge-intensive business services (KIBS) are expert companies that provide services to other companies and organisations. IT services, R&D services, technical consultancy, legal, financial and management consultancy, and marketing communications are typical KIBS industries. KIBS have aroused broad interest, several studies having indicated that they are active innovators, as well as facilitators and carriers of innovations of other companies. A futures perspective is essential from the viewpoint of innovation, and the study in hand intends to link this perspective to KIBS research. The study applies the so-called foresight approach, which, instead of predicting, focuses on creating views of alternative futures. In this study, the significance of historical analysis as a basis for foresight is stressed: the study starts with an examination of the long-term development of KIBS. | Expertise business, long‐ term development, knowledge-intensive services | http://urn.fi/urn:nbn:fi:tkk-004329 |
| Service Design | Rynes S. and Gephart R.P. Jr. | From the editors: Qualitative research and the “Academy of Management Journal”. | The Academy of Management Journal | 2004 | In this article the editor discusses the “Academy of Management Journal's” approach to publishing qualitative research. He notes that the journal is committed to publishing the best management research available and that the journal holds no biases against certain forms of research. He asserts that qualitative research has a significant history in the journal and discusses several more well known examples that received a great deal of attention upon publication. | qualitative research | http://www.jstor.org/stable/20159596 |
| Living Labs | Goldsmith, S. & W.D. Eggers. | Governing by Network: The New Shape of the Public Sector | Cambridge, Mass: Ash Center and Brookings Institution Press | 2004 | Governing network, new shape, public sector | https://doi.org/10.1002/pam.20165 | |
| Public service value co creation | Walti, S., Kubler, D. Papadopoulos, Y. | How democratic is 'governance'? Lessons from Swiss Drug Policy | Governance | 2004 | Public action increasingly takes place in self‐organizing networks that are remote from direct governmental control. While these transformations have been subject to scrutiny in regard to their efficiency, less attention has been paid to their democratic quality. This article discusses governance‐induced problems of democracy by isolating two major criticisms. Deliberative criticism argues that governance, rather than allowing for true deliberation in the public space, may lead to a loss of accountability. Participatory criticism stresses that governance impinges on participatory venues. The article discusses these criticisms theoretically and empirically, drawing from research on drug policy in Switzerland. The findings show that the criticisms are relevant, albeit not entirely justified. | governance, democracy | https://www.academia.edu/29094648/How_Democratic_Is_Governance_Lessons_from_Swiss_Drug_Policy |
| Public service value co creation | Frumkin, P., & Galaskiewicz, J. | Institutional isomorphism and public sector organizations. | Journal of Public Administration Research and Theory, 14(3), 283–307 | 2004 | Although public sector organizations have long been seen as driving the institutionalization of business firms and nonprofit organizations, government agencies themselves have only occasionally been studied as subjects of institutional pressures. This research examines whether public sector organizations, when compared with organizations in the business and nonprofit sectors, are more or less as susceptible to mimetic, normative, and coercive pressures. Using data from the National Organizations Study, we discover that governmental organizations are in fact more vulnerable to all three types of institutional forces than other organizations, whereas the effect of institutional variables on for-profits and nonprofits is more sporadic. The susceptibility of public sector organizations to institutional pressures raises important questions for the field of public administration and has consequences for nonprofits and business firms, which are funded and regulated by government. | public sector organizations, business organizations, non-profit organizations, coercive/institutional pressures | https://academic.oup.com/jpart/article-abstract/14/3/283/1072069/ |
| Public service value co creation | Rouillard L., Bourgault J., Charih M., Maltais D. | Les ressources humaines : clé de voûte de la réforme du secteur public au Québec | Politiques et Management public, 22 (3), p. 91-96 | 2004 | Les progrès technologiques, la mondialisation des échanges et l'évolution rapide des conditions sociales ont suscité une remise en question du rôle et du fonctionnement de l'État. Ces réflexions se traduisent aujourd'hui par des réformes dont l'ampleur et la direction varient en fonction des idéologies politiques, de l'organisation des institutions et de la culture gouvernementale en place. Au Québec, le gouvernement a fondé son approche, notamment, sur la conviction que le personnel de la fonction publique est un élément clé de la réforme et que la capacité d'innovation des employés du secteur public apparaît comme un moteur de la modernisation. La question est de savoir si les mesures mises de l'avant pour favoriser le rehaussement des compétences et la capacité d'innovation des employés du secteur public seront adéquates à la lumière des grandes tendances qui s'annoncent pour la prochaine décennie. En effet, il reste encore de grands chantiers inexplorés qui nécessiteront des stratégies nouvelles pour l'administration et des ajustements considérables de la part des employés publics. | Ressources humaines, clé de voûte, secteur public québec | https://www.persee.fr/docAsPDF/pomap_0758-1726_2004_num_22_3_2850.pdf |
| Social Innovation | Klijn, E.H. and Koppenjan, J.F | Managing uncertainties in networks | London: Routledge | 2004 | As public and private sector organizations work more frequently in partnership, managing uncertainties, problems and controversies becomes increasingly difficult. Despite sophisticated technology and knowledge, the strategic networks and games required to solve uncertainties becomes more complex and more important than ever before. This unique text examines such developments in the area of network strategy. Differentiating itself from other policy network approaches which mainly have a research focus, this text has a managerial orientation, presenting strategies and management recommendations for public and private sector organizations as well as the analytical tools required by practitioners seeking to support their own internal decision-making and strategy formulation. Tapping into the important and ever-growing area of risk and uncertainty management, this is a vital and long awaited staple for the arena, written by two leading authors in the field, and is key reading for students, scholars and policy makers seeking to understand the complexities of the network society. | public-private partnership, uncertainty, network strategy, decision-making, | https://www.taylorfrancis.com/books/9780203643457 |
| Service Design | T. Levitt. | Marketing myopia | Harvard Business Review, 82:138–149 | 2004 | Theodore Levitt criticizes John Kenneth Galbraith's view of advertising as artificial want creation, contending that its selling focus on the product fails to appreciate the marketing focus on the consumer. But Levitt himself not only ends up endorsing selling; he fails to confront the fact that the marketing to our most pervasive needs that he advocates really represents a sophisticated form of selling. He avoids facing this by the fiction that marketing is concerned only with the material level of existence, and absolves marketing of serious involvement in the level of meaning through the relativization of all meanings as personal preferences. The irony is that this itself reflects a particular view of meaning, a modern commercial one, so that it is this vision of life that Levitt's marketing is really SELLING. | Marketing myopia | https://motamem.org/wp-content/uploads/2018/12/Marketing-Myopia-Theodore-Levitt.pdf |
| Social Innovation | Syson, F. and H. Perks. | New service development: a network perspective | Journal of services marketing 18(4): 255-266 | 2004 | This paper generates a network perspective of the development of new services. Service development within a network environment is at an early stage of understanding and has received little attention. The authors contribute to greater understanding of the new service development process by conceptually developing and integrating two themes: the development of new services and the innovation process within networks, rooted in the study of industrial networks. The conceptual discussion is further strengthened by a case study of network‐based new service development in the financial services sector. | Service development, network, perspective | https://doi.org/10.1108/08876040410542254 |
| Public service value co creation | Roberts, N. | Public deliberation in an age of direct citizen participation | American Review of Public Administration | 2004 | Citizen participation in the decisions that affect their lives is an imperative of contemporary society. For the first half of the 20th century, citizens relied on public officials and administrators to make decisions about public policy and its implementation. The latter part of the 20th century saw a shift toward greater direct citizen involvement. This trend is expected to grow as democratic societies become more decentralized, interdependent, networked, linked by new information technologies, and challenged by “wicked problems.” The purpose of this article is to summarize the past experiments in direct citizen participation—the forms they take, the challenges they raise (including the need for redefined roles for public officials and citizens), and the consequences they produce. By laying out what has been done in the past, we are better positioned to identify the critical issues and challenges that remain for researchers and practitioners to address in the future. | deliberation, dialogue, citizen engagement, involvement, participation | https://journals.sagepub.com/doi/abs/10.1177/0275074004269288?ssource=mfc&rss=1 |
| Public Sector Innovation | Carpini M.X.D., Cook F. and Jacobs L.R. | Public Deliberation, Discursive Participation and Citizen Engagement: A Review of the Empirical Literature | Annual Review of Political Science | 2004 | Many theorists have long extolled the virtues of public deliberation as a crucial component of a responsive and responsible democracy. Building on these theories, in recent years practitioners—from government officials to citizen groups, nonprofits, and foundations—have increasingly devoted time and resources to strengthening citizen engagement through deliberative forums. Although empirical research has lagged behind theory and practice, a body of literature has emerged that tests the presumed individual and collective benefits of public discourse on citizen engagement. We begin our review of this research by defining “public deliberation”; we place it in the context of other forms of what we call “discursive participation” while distinguishing it from other ways in which citizens can voice their individual and collective views on public issues. We then discuss the expectations, drawn from deliberative democratic theory, regarding the benefits (and, for some, pitfalls) assumed to derive from public deliberation. The next section reviews empirical research as it relates to these theoretical expectations. We conclude with recommendations on future directions for research in this area. | civic engagement, citizen participation, political talk, political discourse | https://www.annualreviews.org/doi/abs/10.1146/annurev.polisci.7.121003.091630 |
| Service Design | Bryson, J.M., Crosby, B.C. and Bloomberg, L. | Public value governance: moving beyond traditional Public Administration and the New Public Management | Public Administration Review | 2004 | A new public administration movement is emerging to move beyond traditional public administration and New Public Management. The new movement is a response to the challenges of a networked, multisector, no‐one‐wholly‐in‐charge world and to the shortcomings of previous public administration approaches. In the new approach, values beyond efficiency and effectiveness—and especially democratic values—are prominent. Government has a special role to play as a guarantor of public values, but citizens as well as businesses and nonprofit organizations are also important as active public problem solvers. The article highlights value‐related issues in the new approach and presents an agenda for research and action to be pursued if the new approach is to fulfill its promise. | public value, governance, public administration reform | http://iranarze.ir/wp-content/uploads/2017/02/6073-English-IranArze.pdf |
| Service Design | Hyde, P., & Davies, H. T. O. | Service design, culture and performance: Collusion and co- production in health care | Human Relations, 57(11), 1407-1426 | 2004 | While there is emerging evidence to suggest that (organizational) culture can affect the performance and quality of health services, little attention has been directed at how these relationships might be mediated, facilitated or attenuated by aspects of service design (i.e. those arrangements that combine facilities, staff and service users in the co-production of care). Using two case studies set in mental health services, this article explores how both culture and performance may be viewed as emergent properties of service design configurations. Thus central to ideas of service re-design should be notions of service users as the co-producers (with staff) of both organizational culture and organizational performance, as well as a clearer understanding of how such co-production processes are modulated by specific design configurations. | Co-production, health care, organizational culture, organizational design, organizational performance, service users | https://journals.sagepub.com/doi/abs/10.1177/0018726704049415 |
| Digital Transformation | Reinert, E. S. and R. Kattel. | The Qualitative Shift in European Integration: Towards Permanent Wage Pressures and a “Latin-Americanization” of Europe? | PRAXIS Working Paper, no. 17 | 2004 | US economist Hyman Minsky jokingly used to claim that there are as many varieties of capitalism as Heinz has pickles, that is 57 varieties (Minsky 1991). In this paper we argue that economic integration provides a similar analytical problem: economic integration can take many forms, and some are more conducive to wealth and freedom than others. Colonialism was probably the first form of international economic integration, and a very close form of integration at that. Intuitively we understand that what the European Union has attempted to achieve – ever since Winston Churchill called for ‘a kind of United States of Europe’ in a 1946 Zurich University speech – is something qualitatively very different from colonialism. | Qualitative shift, permanent wage | https://mpra.ub.uni-muenchen.de/47909/1/MPRA_paper_47909.pdf |
| Social Innovation | Følstad, A. | User involvement in public IT projects: User-centered development methods | User-centered development methods). Oslo: SINTEF IKT | 2004 | Public IT, projects | ||
| Social Innovation | Bryson, J. M. | What to do when Stakeholders matter | Public Management Review | 2004 | This article focuses specifically on how and why managers might go about using stakeholder identification and analysis techniques in order to help their organizations meet their mandates, fulfill their missions and create public value. A range of stakeholder identification and analysis techniques is reviewed. The techniques cover: organizing participation; creating ideas for strategic interventions, including problem formulation and solution search; building a winning coalition around proposal development, review and adoption; and implementing, monitoring and evaluating strategic interventions. The article argues that wise use of stakeholder analyses can help frame issues that are solvable in ways that are technically feasible and politically acceptable and that advance the common good. The article concludes with a number of recommendations for management research, education and practice. | public value, stakeholder identification, stakeholder analysis | https://www.researchgate.net/publication/200465469_What_to_Do_When_Stakeholders_Matter |
| Social Innovation | Parkinson, J. | Why deliberate? The encounter between deliberation and new public managers | Public Administration | 2004 | A number of organizations in Britain's National Health Service (NHS) have been experimenting with ‘deliberative’ techniques of citizen involvement, techniques that were designed with democratic imperatives in mind. However, political practices are moulded by their institutional settings and the goals of their proponents, so it is unlikely that they have been left ‘pure’ following their encounter with public management imperatives. This paper offers an explanation for the interest in deliberative processes in the NHS by comparing deliberative and public management imperatives, as well as discussing more case‐specific motivations, drawing on interviews with health policy actors between May and July 2001. I then use those insights to highlight gaps between the deliberative ideal and deliberative practice, showing what has been gained and what has been lost in the encounter between deliberative democracy and new public managers. | health system, citizen involvement, institutional set-up, public management, deliberative, processes | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2004.00399.x |
| Public service value co creation | Baggot, R. | A funny thing happened on the way to the forum? Reforming patient and public involvement in the NHS in England | Public Administration | 2005 | This article explores the introduction of a new system of patient and public involvement (PPI) in the NHS in England. After seeking to clarify the terminology found in this field, the article explores the background to the new system, why proposals were brought forward by the government and how they were implemented. The article also examines the main criticisms of the new system, which include under‐resourcing, lack of capacity, complexity and fragmentation. The article concludes by drawing out lessons for future reform in this field. | public involvement, reform, health system | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2005.00461.x |
| Public service value co creation | Simmons and Birchall | A joined-up approach to user participation in public services: strengthening the 'participation chain' | Social Policy and Administration | 2005 | Participation has emerged as a key theme for social policy and administration in the UK. Public service providers are often keen to consult users, and users themselves want to make their voices heard. Despite this, however, there is a perennial problem in getting people to participate, and participation is often better supported in principle than in practice. The motivations of key actors are crucial, but are often poorly understood. This article attempts to build a more detailed understanding of the motivations to participate of one key group: service users. Using Mutual Incentives Theory, it shows the extent to which users are motivated by individualistic or collectivistic concerns. These “demand side” factors are then combined with others on the “supply side” in a model we call the “participation chain”. This model provides a systematic framework for understanding what makes public service users participate, and seeks to demonstrate that, while the question of participation requires a combination of answers, it is a combination that can be predicted, planned for and acted upon. | participation, motivation, social policy, public services | https://www.academia.edu/4141045/A_Joined-up_Approach_to_User_Participation_in_Public_Services_Strengthening_the_Participation_Chain |
| Social Innovation | Cuthill, M. and Fien, J. | Capacity building: facilitating citizen participation in local governance | Australian Journal of Public Management | 2005 | This article presents a synthesis of research findings drawn from a pilot study and five applied research projects focusing on the concepts and processes which underpin the operationalisation of citizen participation in local governance. The approach taken in this paper is heuristic in that it draws on inductive reasoning from past experience. Readers are invited to explore in more detail, through the cited literature, results from these previous studies. | local governance, citizen participation | https://www.academia.edu/2303374/Capacity_building_Facilitating_citizen_participation_in_local_governance |
| Public service value co creation | Aberbach, J.D. and Christensen, T. | Citizens and consumers: an NPM dilemma | Public Management Review | 2005 | New Public Management (NPM) puts a major emphasis on consumer sovereignty. Through consumer sovereignty, it is argued, public organizations will produce outputs more in line with what citizens want. This article analyses the implications, both theoretical and practical, of conceiving of citizens as customers. We discuss the features of citizenship, the ways in which the emerging customer focus impacts the role of citizen, how consumerism would and, in implementation, does work and the wider implications for democratic governance, particularly the effects on political and administrative leadership roles and leaders' political accountability, of the tendency to define citizens as customers of government agencies when conceptualizing their relationship to the state. | administrative reform, citizens, consumers, customer preferences, New Public Management | https://www.tandfonline.com/doi/abs/10.1080/14719030500091319 |
| Social Innovation | Breschi S. and F. Malerba. | Clusters, networks , and innovation: research results and new directions | Breschi S. and F. Malerba eds. Clusters, networks and innovation, 1-26. Oxford, New York: Oxford University Press | 2005 | Clusters, networks , innovation | https://books.google.es/books?hl=es&lr=&id=s9RIa_JgUlMC&oi=fnd&pg=PR5&dq=Clusters,+networks+,+and+innovation:+research+results+and+new+directions&ots=cW2zAWKwUX&sig=D1lqVwk_MMyMZiaJUeG1llkF1ns#v=onepage&q=Clusters%2C%20networks%20%2C%20and%20innovation%3A%20research%20results%20and%20new%20directions&f=false | |
| Public Sector Innovation | Willis GB. | Cognitive Interviewing: A Tool for Improving Questionnaire Design | Sage, Thousand Oaks | 2005 | Cognitive, interviewing | https://books.google.es/books?hl=es&lr=&id=On1LBQAAQBAJ&oi=fnd&pg=PT9&dq=Cognitive+Interviewing:+A+Tool+for+Improving+Questionnaire+Design&ots=AKQJgFMK8k&sig=_M3kNM5gc359NI1zZuT2--kwiDE#v=onepage&q=Cognitive%20Interviewing%3A%20A%20Tool%20for%20Improving%20Questionnaire%20Design&f=false | |
| Public service value co creation | Evers, A, Lewis, J and Riedel, B | Developing child-care provision in England and Germany: problems of governance | Journal of European Social Policy | 2005 | Both the UK and German governments have sought to expand child-care provision. There is some evidence of convergence between the two countries in respect of changes in governance as well, but we suggest that the differences remain more striking. The paper draws on national-level data and local case-studies in both countries. We comment on the nature of the expansion of child care and, briefly, on the degree of commitment to it, before exploring the operation of the mixed economy of child care in each country and the relationship between local and central government. We seek the explanation for the differences we observe in the articulation between these two key modes of governance. | Child-care, problems, governance | DOI:10.1177/0958928705054082 |
| Service Design | Decker, R., Hermelbracht, A., & Klocke, S. | Eine empirische Studie zur zukünftigen Ausgestaltung des Dienstleistungsangebots öffentlicher Stadtbibliotheken. | Bibliothek Forschung und Praxis, 29(3) | 2005 | This paper describes results of a recent empirical study for determining the usefulness and the desirability of exis-ting as well as future services offered by public libraries from a customer’s point of view. To this end the opinions of more than 2 000 persons in seven German cities have been gathered and evaluated by means of conjoint analysis, among other things. Strategic implications and practical recommendations for the library management complete the analytical remarks. | public services, libraries, survey, conjoint analysis, Germany, recommendations | https://www.researchgate.net/publication/240755829_Eine_empirische_Studie_zur_zukunftigen_Ausgestaltung_des_Dienstleistungsangebots_offentlicher_Stadtbibliotheken |
| Digital Transformation | Brown, A. E., & Grant, G. G. | Framing the frameworks: A review of IT governance | The twin faces of public sector design. Governance | 2005 | With the passage of the Sarbanes-Oxley Act in the United States in 2002, and an ever-increasing corporate focus on ensuring prudent returns on technology investments, the notion of IT governance became a major issue for both business practitioners and academics. Although the term "IT governance" is a relatively new addition to the syntax of academic research, significant previous work is reported on IT decisions rights and IT loci of control, notions that are synonymous with the current understanding of IT governance. This paper presents a literature review for existing research in IT governance. A framework, named the Conceptual Framework For IT Governance Research is proposed to provide a logical structure for existing research results. Using this framework, we classify the previous literature on governance into two separate streams that follow parallel paths of advancement. A popular contemporary notion of IT governance is then presented, together with the argument that this new notion, by implicitly extending both streams of research, represents an initial amalgamation of the two paths of literature. We conclude that even with the consideration of contemporary structures, academicians and practitioners alike continue to explore the concept of IT governance in an attempt to find appropriate mechanisms to govern corporate IT decisions. | Review, governance | https://aisel.aisnet.org/cgi/viewcontent.cgi?article=3160&context=cais |
| Public Sector Innovation | Brown, A. E., & Grant, G. G. | Framing the frameworks: A review of IT governance research. | Communications of the Association for Information Systems | 2005 | With the passage of the Sarbanes-Oxley Act in the United States in 2002, and an ever-increasing corporate focus on ensuring prudent returns on technology investments, the notion of IT governance became a major issue for both business practitioners and academics. Although the term "IT governance" is a relatively new addition to the syntax of academic research, significant previous work is reported on IT decisions rights and IT loci of control, notions that are synonymous with the current understanding of IT governance. This paper presents a literature review for existing research in IT governance. A framework, named the Conceptual Framework For IT Governance Research is proposed to provide a logical structure for existing research results. Using this framework, we classify the previous literature on governance into two separate streams that follow parallel paths of advancement. A popular contemporary notion of IT governance is then presented, together with the argument that this new notion, by implicitly extending both streams of research, represents an initial amalgamation of the two paths of literature. We conclude that even with the consideration of contemporary structures, academicians and practitioners alike continue to explore the concept of IT governance in an attempt to find appropriate mechanisms to govern corporate IT decisions. | information technologies, governance, literature review, framework | https://aisel.aisnet.org/cais/vol15/iss1/38/ |
| Public Sector Innovation | Hartley J. | Innovation in governance and public services: Past and present | Public Money and Management, 25 (1), January, 27-34 | 2005 | Three approaches to innovation in the public sector in the post war period are identified and analysed for their implications for policy-makers, managers and citizens. Various relationships are identified between innovation and improvement in public services. The traditional bias of the literature that innovation is necessarily functional is undermined. Important lessons for policy, practice and research include the need to develop an understanding of innovation which is not over-reliant on the private sector manufacturing literature but reflects the distinctive contexts and purposes of the public sector. | innovation, public services, policy, public sector | https://www.tandfonline.com/doi/abs/10.1111/j.1467-9302.2005.00447.x |
| Public Sector Innovation | Koch P., Cunningham P., Schwabsky N., Hauknes J. | Innovation in the Public sector. Summary and policy recommendations. | Oslo: Publin Report n° D24. | 2005 | In order to learn and innovate, the actors must interact with others, these being people, organisations or various sources of information. Their ability to innovate is dependent on their ability to find such relevant competences, understand them and make use of them. The better the actors are at developing networks that can help them get access to relevant competences and partners, the greater are the chances that their innovation processes will succeed. This means that an innovation policy for the public sector must also be a learning policy for the public sector. Publin has mapped different types of barriers and drivers for innovation, i.e. social phenomena that hinder or encourage innovation activities in such institutions. The report includes policy recommendatios. | Innovation, public sector | https://nifu.brage.unit.no/nifu-xmlui/bitstream/handle/11250/226575/d24-summary-final.pdf?sequence=1 |
| Public service value co creation | Koch P., Cunningham P., Schwabsky N. and Hauknes J. | Innovation in the Public sector. Summary and policy recommendations. | Oslo: Publin Report n° D24. | 2005 | In order to learn and innovate, the actors must interact with others, these being people, organisations or various sources of information. Their ability to innovate is dependent on their ability to find such relevant competences, understand them and make use of them. The better the actors are at developing networks that can help them get access to relevant competences and partners, the greater are the chances that their innovation processes will succeed. This means that an innovation policy for the public sector must also be a learning policy for the public sector. Publin has mapped different types of barriers and drivers for innovation, i.e. social phenomena that hinder or encourage innovation activities in such institutions. The report includes policy recommendatios. | public sector, public organizations, innovation, drivers, policy | https://nifu.brage.unit.no/nifu-xmlui/bitstream/handle/11250/226575/d24-summary-final.pdf?sequence=1 |
| Public service value co creation | Edelenbos, J. | Institutional implications of interactive governance: insights from Dutch practice | Governance | 2005 | Nowadays all kinds of processes of citizen involvement can be observed in practice. We label them as interactive governance in this article. Interactive governance brings with it new proto-institutions that can conflict with existing institutions of decision making. We analyze these institutional tensions in several Dutch local governments through comparative research. Our main conclusion is that there is a “missing institutional link” between the interactive process and the formal municipal decision-making process. Interactive governance needs better institutional embeddedness in order to prevent the interactive process from becoming meaningless and useless in formal decision making. | interactive governance, decison-making conflict, local government | https://www.researchgate.net/publication/229449300_Institutional_Implications_of_Interactive_Governance_Insights_from_Dutch_Practice |
| Social Innovation | Callanan, M. | Institutionalizing participation and governance? New participative structures in local government in Ireland | Public Administration | 2005 | Public service providers and elected levels of government around the world are continually being encouraged to involve citizens in decision‐making. Various means of achieving this have been employed by local authorities in different countries. These include local referenda, customer surveys, online discussion forums and citizens’ juries. This article draws on the example of new participative committee structures within Irish local government. These seek to involve identified stakeholders (including business, trade unions, the community/voluntary sector and environmental interests) in local government decision‐making. These structures were inspired both by international trends towards participatory democracy and Ireland's experience of neo‐corporatist ‘social partnership’ at the national level. This article considers the new committee structures and their composition and examines some of the problems encountered. It demonstrates that recent research into these new structures supports many of the concerns that have been raised in the literature on varying participative mechanisms practiced in other countries. | local government, participation, decison-making | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2005.00483.x |
| Digital Transformation | Mayer, I., Edelenbos, J., Monniikhof, R. | Interactive policy development: undermining or sustaining democracy? | Public Administration | 2005 | The question can be raised whether the principal effect of interactive policy development is to shore up a (creaking) democratic system or to destabilize its very foundations. In this article, a framework is presented for assessing the democratic credentials of interactive policy development. It is based on four views on how a democracy should work: instrumental or substantial democracy and direct or indirect democracy. Critics and advocates differ in their confidence that the intended aims can ever be realized. Based on extensive case study material of interactive local policy development projects collected between 1997 and 2001, the validity of the various arguments for or against interactive policy‐making is analysed. The analysis indicates that whether interactive policy development undermines or sustains democracy depends principally on the extent to which divergences in the expectations of the various groups are made explicit and unrealistic or mistaken expectations are dispelled. | policy, democracy, interactive democracy, local government, expectations | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2005.00443.x |
| Public Sector Innovation | Schilling, M.A. and C.C. Phelps. | Interfirm collaboration networks : the impact of small world connectivity on firm innovation | Management Science 53: 1113-1126 | 2005 | The structure of alliance networks strongly influences their potential for knowledge creation. Dense local clustering provides transmission capacity in the network by fostering communication and cooperation while non-redundant connections contract the distance between firms and give the network greater reach by tapping a wider range of knowledge resources. However, since firms are constrained in forming alliances, there appears to be a trade-off between creating transmission capacity versus reach. We argue that small world connectivity (i.e., simultaneity of high clustering and short average path lengths in a sparse, decentralized network) helps resolve this tradeoff by enabling transmission capacity and reach to be achieved simultaneously. We propose that firms embedded in alliance networks that exhibit high clustering and short average path lengths to a wide range of firms will experience greater knowledge creation than firms in networks that do not exhibit these characteristics. We find support for this proposition in a longitudinal study of the patent performance of 1106 firms in 11 industry-level alliance networks. | Interfirm collaboration networks, firm innovation | https://journals.aom.org/doi/pdf/10.5465/ambpp.2005.18783570 |
| Public service value co creation | Millward, L | Just because we are amateurs doesn’t mean we aren’t professional: the importance of expert activists in tenant participation | Public administration (London) | 2005 | The current UK government is committed to extending participation in civil society, with the aim of significantly increasing volunteer numbers by 2005. It has put much effort into attracting ‘representative participants’, particularly from traditionally under‐represented groups. ‘Natural joiners’ attract far less interest and are often written off as ‘the same old faces’. But the growth in opportunities for participation has actually encouraged the natural joiners because the nature of much modern participation requires people like them. Focusing on natural joiners and their motivations rather than looking at why the non‐joiners don’t join, should increase understanding of why people participate and suggest new ways forward. This article looks at people active in tenant participation – a case study of a government ‘Sounding Board’ and some preliminary results of a survey of activists. There are some unexpected findings, including that the motivations of natural joiners are close to those of career professionals in the same field, and that interest in the ‘subject’ of participation may be a motivator, rather than an outcome. | participation, civil society, volunteering | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2005.00472.x |
| Social Innovation | Haque, M.S. | Limits of citizen’s charter in India: the critical impacts of social exclusion | Public Management Review | 2005 | In line with the current neoliberal public sector reforms, there has recently emerged the so-called Citizen's Charter in many developed and developing nations. In most cases, this Citizen's Charter aims to ensure the delivery of services based on quality, promptness, transparency and customer choice realized through the display of information related to services expected, their quality standards, feedback options and complaint and redress mechanisms. In the case of India, although this Citizen's Charter may benefit affluent customers, it is less likely to ensure access to services for the majority who suffer from various forms of social exclusion based on class, caste and gender. This article explores how such social exclusion may render the Charter ineffective for the less privileged citizens. It concludes by stressing the need for appropriate initiatives to overcome such social exclusion as a precondition for the success of the Citizen's Charter in India. | citizen's charter, implications, india, public management, social exclusion | https://www.tandfonline.com/doi/abs/10.1080/14719030500180971 |
| Public service value co creation | Edelenbos, J. and Klijn E.H. | Managing stakeholder involvement in decision making: a comparative analysis of six interactive processes in the Netherlands | Journal of Public Administration Research and Theory | 2005 | Initiatives to encourage and stimulate the involvement of citizens but also various societal organizations in decision making can be seen in a wide variety of European countries. Citizen panels, citizen charters, new types of participation, and other forms are being used to increase the influence of citizens on decision making and to improve the relation between citizens and elected politicians. In the Netherlands a lot of local governments have experimented with interactive decision making that is enhancing the influence of citizens and interest groups on public policy making. The main motives to involve stakeholders in interactive decision making are to diminish the veto power of various societal actors by involving them in decision making, improve the quality of decision making by using the information and solutions of various actors, and bridge the perceived growing cleavage between citizens and elected politicians. In this article six cases are evaluated. The cases are compared on three dimensions: the nature and organization of participation, the way the process is managed (process management), and the relation with formal democratic institutions. These organizational features (in terms of both formal organization and actual performance) are compared with the results of the decision-making processes in the six cases. The article shows that the high expectations of interactive decision making are not always met. It also shows that managing the interactions—called process management in network theory—is very important for achieving satisfactory outcomes. | interactive decison-making, local government | https://www.researchgate.net/publication/228245651_Managing_Stakeholder_Involvement_in_Decision_Making_A_Comparative_Analysis_of_Six_Interactive_Processes_in_the_Netherlands |
| Social Innovation | Sorensen, E. and Torfing, J. | Network governance and post-liberal democracy | Administrative Theory and Praxis | 2005 | Is network politics a good or a bad thing for democracy? Seen from a narrow perspective of democracy the answer is clear. It is a bad thing. However, seen from broader perpsective the answer is more complex since it does not only focus on the preservation of representative democracy but also on the promotion of organizational democracy in civil society and on the enhancement of the citizens' political capital, that is their endowment, empowerment and political identity. The complexity of the relationship between democracy and network politics is apparent in a case study of political decision making in Skanderborg, a small town in Denmark. | democracy, network governance, political capital, political identity, empowerment, endowment, denmark | https://www.tandfonline.com/doi/abs/10.1081/PAD-120019238 |
| Social Innovation | Pittaway L., Robertson M., Munir K., Denyer D. and A. Neely. | Networking and innovation : a systematic review of the evidence | International Journal of Management Reviews, 5 (3-4): 137-168 | 2005 | Recent work on competitiveness has emphasized the importance of business networking for innovativeness. Until recently, insights into the dynamics of this relationship have been fragmented. This paper presents a systematic review of research linking the networking behaviour of firms with their innovative capacity. We find that the principal benefits of networking as identified in the literature include: risk sharing; obtaining access to new markets and technologies; speeding products to market; pooling complementary skills; safeguarding property rights when complete or contingent contracts are not possible; and acting as a key vehicle for obtaining access to external knowledge. The evidence also illustrates that those firms which do not co-operate and which do not formally or informally exchange knowledge limit their knowledge base long term and ultimately reduce their ability to enter into exchange relationships. At an institutional level, national systems of innovation play an important role in the diffusion of innovations in terms of the way in which they shape networking activity. The paper provides evidence suggesting that network relationships with suppliers, customers and intermediaries such as professional and trade associations are important factors affecting innovation performance and productivity. Where networks fail, it is due to inter-firm conflict, displacement, lack of scale, external disruption and lack of infrastructure. The review identifies several gaps in the literature that need to be filled. For instance, there is a need for further exploration of the relationship between networking and different forms of innovation, such as process and organisational innovation. Similarly, we need better understanding of network dynamics and network configurations, as well as the role of third parties such as professional and trade associations. Our study highlights the need for interdisciplinary research in these areas. | Networking, innovation | DOI:10.1111/j.1460-8545.2004.00101.x |
| Social Innovation | Powell, W.W. and S. Grodal. | Networks of innovators | Fagerberg J., Mowery D.C., and R.D. Nelson eds. The Oxford handbook of innovation, 56-85. Oxford: Oxford University Press | 2005 | The goal of this article is to assess the state of scholarly research on the role of networks in the innovation process. It begins with a review of the factors that have triggered the increased salience of networks. It then turns to a discussion of the analytical leverage provided by the tools of network analysis. It next reviews a number of empirical studies of the contribution of networks to the innovative output of firms. It takes up the issue of knowledge transfer, examining how the codification of knowledge can shape what is transmitted through networks. Furthermore, this article briefly discusses the governance of networks, and then concludes with an assessment of what types of organizations and settings derive the greatest impact on innovation from participation in networks. | Networks of innovators | DOI:10.1093/oxfordhb/9780199286805.003.0003 |
| Digital Transformation | Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. | New public management is dead: Long live digital era governance | Journal of Public Administration Research and Theory, 16, 467-494 | 2005 | The “new public management” (NPM) wave in public sector organizational change was founded on themes of disaggregation, competition, and incentivization. Although its effects are still working through in countries new to NPM, this wave has now largely stalled or been reversed in some key “leading-edge” countries. This ebbing chiefly reflects the cumulation of adverse indirect effects on citizens' capacities for solving social problems because NPM has radically increased institutional and policy complexity. The character of the post-NPM regime is currently being formed. We set out the case that a range of connected and information technology–centered changes will be critical for the current and next wave of change, and we focus on themes of reintegration, needs-based holism, and digitization changes. The overall movement incorporating these new shifts is toward “digital-era governance” (DEG), which involves reintegrating functions into the governmental sphere, adopting holistic and needs-oriented structures, and progressing digitalization of administrative processes. DEG offers a perhaps unique opportunity to create self-sustaining change, in a broad range of closely connected technological, organizational, cultural, and social effects. But there are alternative scenarios as to how far DEG will be recognized as a coherent phenomenon and implemented successfully. | Public management, digital era, governance | https://doi.org/10.1093/jopart/mui057 |
| Public Sector Innovation | Halvorsen T., Hauknes J., Miles I., R. Rannveig. | On the differences between public and private sector innovation | PUBLIN report D9 | 2005 | As PUBLIN grew out of research on innovation in the private sector, the research teams have been acutely aware of the problems following from using methods and theory for studies on private innovation on public sector organizations. Although there are state owned companies that run like regular private companies, the majority of public institutions are still operating within a different social, cultural and regulative context. There are different incentive structures and different rules of the game. This report contains papers written throughout the PUBLIN period, some as preparatory exercises helping the researchers in their case study work and one including findings from PUBLIN itself. And yes, we have definitely found that there are important differences between much of the innovation taking place in public institutions as opposed to private ones. It should be noted, however, that innovation basically is a matter of making use of learning, i.e. using your competence base as the foundation for finding new ways of doing things in a manner that improves the quality and efficiency of the services provided. And being a learning activity, innovation in the public sector has actually much in common with what takes place in a firm. One question that arises from this is whether our newfound insights into public sector innovation may throw new light on the innovative practices of company employees. The idea that any innovator or entrepreneur is solely driven by the urge for profit is clearly too simple and naïve. Both public and private employees are driven by much more complex motivations than that. | innovation, private sector, public sector, services, theory | unpan1.un.org/intradoc/groups/public/documents/apcity/unpan046809.pdf |
| Digital Transformation | Gagné, M., & Deci, E. L. | Self-determination theory and work motivation | Journal of Organizational Behavior, 26, 331-362 | 2005 | Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd. | Self-determination, work motivation | DOI:10.1002/job.322 |
| Living Labs | Eriksson, M., Niitamo, V. P. and Kulkki, S. | State-of-the-art in utilizing living labs approach to user-centric ICT innovation – a European approach | Lulea: Center for Distance- spanning Technology, Lulea University of Technology | 2005 | Living Labs are an emerging Public Private Partnership (PPP) concept in which firms, public authorities and citizens work together to create, prototype, validate and test new services, businesses, markets and technologies in real-life contexts, such as cities, city regions, rural areas and collaborative virtual networks between public and private players. The real-life and everyday life contexts will both stimulate and challenge research and development as public authorities and citizens will not only participate in, but also contribute to the whole innovation process. This paper examines the state-of-the art in involving the user and stakeholder organisations into the innovation process in various ongoing, embryonic Living Labs initiatives, examines the key practices that need to be in place for the maturation of the concept and gives examples on how those are currently being deployed. The paper concludes with a section dedicated to identifying areas in which future research is required. | Living labs, public-private partnerships, innovation, user centered, services, technology | https://www.researchgate.net/publication/228367848_State-of-the-art_and_good_practice_in_the_field_of_living_labs |
| Digital Transformation | Ballon, P., Pierson, J. & Delaere, S. | Test and experimentation platforms for broadband innovation: examining European practice | available at: http://ssrn.com/abstract=1331557 | 2005 | Various public and private stakeholders are creating, supporting and using environments for joint testing and experimenting of broadband innovations. This paper proposes a conceptual framework of test and experimentation platforms (TEPs), that differentiates six types of TEPs, based on a.o. technological maturity, openness and focus; and consists of testbeds, field trials, prototyping platforms, living labs, market pilots and societal pilots. The major rationales to establish TEPs are identified and the a priori requirements for TEPs are deduced. These are then matched with the actual characteristics of TEPs as they are being set up and used in three European benchmark countries today. In general, it can be said that while specific context and country influences are obvious, the TEPs that were examined exhibit a remarkable commonality in the sense that for all types of TEPs, we have found ample instances of valuable, open initiatives aimed at joint innovation, and mostly involving (business or individual) users. | Test and Experimentation Platforms, Open innovation, Living Labs | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1331557. |
| Public Sector Innovation | Cox, George. | The Cox Review of Creativity in Business | London: HM Treasury | 2005 | Our focus is on the systemic nature of creativity and the role of business schools in stimulating and enhancing organisational creativity, across all sectors of the economy, particularly those which are not conventionally regarded as ‘creative’ industries. After defining creativity and reviewing a number of frequently occurring ‘creativity clichés’ that are potentially keeping organisational creativity in a rut, we go on to explore some of the key challenges with creativity that need particular focus, including: taking a systemic approach, as well as more attention on ‘difficult’ aspects such as the climate for creativity or creativity ‘ba’. We propose a Systemic Innovation Maturity Framework as a way to conceptualise and organise a way forward in organisations and in business schools. We believe that in a similar way to the Bauhaus of the early 20th century, there needs to be a step change in the way creativity is researched, taught and applied that encompasses a more ecological approach. We believe a more comprehensive, inclusive and useful conception of creativity may result from the consideration of the four dimensions of the framework and their interactions. We wonder; is it time for a new Business Ba-Haus? | Cox review, creativity in business | https://webarchive.nationalarchives.gov.uk/20120704143146/http://www.hm-treasury.gov.uk/d/Cox_review-foreword-definition-terms-exec-summary.pdf |
| Digital Transformation | Högselius, P. | The Dynamics of Innovation in Eastern Europe: Lessons from Estonia | Cheltenham: Edward Elgar Publishing | 2005 | The overall interest pursued in this thesis is how the former socialist economies of Central and Eastern Europe can build strong and dynamic systems of innovation. The purpose of the thesis is to investigate the dynamics and evolution of the telecommunications system of innovation in Estonia from the late Soviet period to Estonia's EU accession, and to provide an in-depth explanation of how innovation has been enabled to occur in the system. Underlying the study is the empirical observation that the transition from socialism to capitalism in Central and Eastern Europe is a simultaneous process of, on the one hand, a transformation of the old Soviet-era structures into something new, and on the other hand, a reorientation from being deeply integrated economically with other Central and East European countries towards a new integration with the global capitalist system. From a systems-theoretical perspective these two processes can be expected to be closely interrelated. In order to understand and explain the emergence of new East European systems of innovation, the thesis therefore takes into account both system-internal processes of change in Estonia as well as the relationships between the Estonian system and its foreign environment. Based on a case-study methodology and recent theorizing on systems of innovation, the thesis shows that the socialist historical heritage, and in particular inherited competencies, have been used in highly creative ways for generating dynamic innovation in post-socialist Estonia. The thesis also uncovers the complex and multifaceted ways in which the geographical and cultural proximity to Sweden and Finland has been creatively used as a powerful resource in the pursuit of building the Estonian system of innovation in telecommunications. Moreover, the thesis demonstrates that it has been possible for an East European system of innovation to develop highly creative domestic dynamics without necessarily imitating Western system trajectories or styles of innovation. The results are also shown to have important theoretical implications for the study of systems of innovation. | Dynamics, innovation | https://lup.lub.lu.se/record/974769 |
| Public service value co creation | Bingham, L, B, Nabatchi, T, & O'leary, R | The new governance: Practices and processes for stakeholder and citizen participation in the work of government | Public administration review | 2005 | Leaders in public affairs identify tools and instruments for the new governance through networks of public, private, and nonprofit organizations. We argue the new governance also involves people—the tool makers and tool users—and the processes through which they participate in the work of government. Practitioners are using new quasi-legislative and quasi-judicial governance processes, including deliberative democracy, e-democracy, public conversations, participatory budgeting, citizen juries, study circles, collaborative policy making, and alternative dispute resolution, to permit citizens and stakeholders to actively participate in the work of government. We assess the existing legal infrastructure authorizing public managers to use new governance processes and discuss a selection of quasi-legislative and quasi-judicial new governance processes in international, federal, state, and local public institutions. We conclude that public administration needs to address these processes in teaching and research to help the public sector develop and use informed best practices. | Stakeholder, Citizen, participation, governance | DOI:10.1111/j.1540-6210.2005.00482.x |
| Service Design | Bloomgren Bingham L., Nabatchi T. and O’Leary R. | The New Governance: Practices and processes for stakeholder and citizen participation in the work of government | Public Administration Review | 2005 | Leaders in public affairs identify tools and instruments for the new governance through networks of public, private, and nonprofit organizations. We argue the new governance also involves people—the tool makers and tool users—and the processes through which they participate in the work of government. Practitioners are using new quasi‐legislative and quasi‐judicial governance processes, including deliberative democracy, e‐democracy, public conversations, participatory budgeting, citizen juries, study circles, collaborative policy making, and alternative dispute resolution, to permit citizens and stakeholders to actively participate in the work of government. We assess the existing legal infrastructure authorizing public managers to use new governance processes and discuss a selection of quasi‐legislative and quasi‐judicial new governance processes in international, federal, state, and local public institutions. We conclude that public administration needs to address these processes in teaching and research to help the public sector develop and use informed best practices. | new governance, citizen participation, public management, deliberative democracy, e-democracy | http://unpan1.un.org/intradoc/groups/public/documents/un-dpadm/unpan039447.pdf |
| Social Innovation | Skelcher, C., Mathur, N. and Smith, M. | The public governance of collaborative spaces: discourse, design and democracy | Public Administration | 2005 | This article investigates the relationship between democratic practices and the design of institutions operating in collaborative spaces, those policy and spatial domains where multiple public, private and non‐profit actors join together to shape, make and implement public policy. Partnerships are organizational manifestations of institutional design for collaboration. They offer flexibility and stakeholder engagement, but are loosely coupled to representative democratic systems. A multi‐method research strategy examines the impact of discourses of managerialism, consociationalism and participation on the design of partnerships in two UK localities. Analysing objective measures of democratic performance in partnerships and interpreting the discursive transition from earlier practices in representative democratic institutions we find that institutional designs for collaboration reflect different settlements between discourses, captured in the distinction between club, agency and polity‐forming partnership types. The results show how the governance of collaborative spaces is mediated through a dominant set of discursively defined institutional practices. | collaboration, institutional set-up, engagement, governance | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.0033-3298.2005.00463.x |
| Social Innovation | Woodward R., Eylem Yoruk D., Bohata M., Fonfria Mesa A., O’Donnell M. and M. Sass | The role of networks in stimulating innovation and catching-up in European enterprises: A literature review | Opere et Studio pro Oeconomia, II, No 1 (3): 3-42 | 2005 | We analyse the ways in which various actors affect changes in competitiveness at the firm level, focusing on the roles of external actors such as investors, creditors, customers, suppliers, universities, research institutes, local governments, etc., in their relationships with the firm; that is, with the effects of various kinds of networks on competitiveness. We begin by discussing the central analytical concepts, briefly reviewing the general literature on how networks affect enterprise performance generally and in the specific transition environment. We then overview the relevant literature on enterprise performance and its relation to various types of networks (with a special emphasis on the role of foreign investors) in three Central European and two West European cohesion countries (the Czech Republic, Hungary, Ireland, Poland and Spain) – countries which share a need to upgrade their industries with respect to the older member countries of the European Union. | Networks, innovation | |
| Service Design | Krippendorff, K. | The semantic turn: A new foundation for design | Boca Raton: CRC/Taylor & Francis | 2005 | Responding to cultural demands for meaning, user-friendliness, and fun as well as the opportunities of the emerging information society, The Semantic Turn boldly outlines a new science for design that gives designers previously unavailable grounds on which to state their claims and validate their designs. It sets the stage by reviewing the history of semantic concerns in design, presenting their philosophical roots, examining the new social and technological challenges that professional designers are facing, and offering distinctions among contemporary artifacts that challenge designers. | design, distinctions, concerns | https://www.amazon.es/Semantic-Turn-New-Foundation-Design/dp/0415322200 |
| Public Sector Innovation | Audretsch D.B., Lehmann E.E., Warning S. | University spillovers and new firm location | Research Policy, vol. 34 pp. 1113-1122 | 2005 | This paper examines the impact of locational choice as a firm strategy to access knowledge spillovers from universities. Based on a large dataset of publicly listed, high-technology startup firms in Germany, we test the proposition that proximity to the university is shaped by different spillover mechanisms—research and human capital—and by different types of knowledge spillovers—natural sciences and social sciences. The results suggest that spillover mechanisms as well as spillover types are heterogeneous. In particular, the evidence suggests that new knowledge and technological-based firms have a high propensity to locate close to universities, presumably in order to access knowledge spillovers. However, the exact role that geographic proximity plays is shaped by the two factors examined in this paper—the particular knowledge context, and the specific type of spillover mechanism. | University spillovers | https://doi.org/10.1016/j.respol.2005.05.009 |
| Digital Transformation | Blanke, Bernhard. | Verwaltungsreform als Aufgabe des Regierens – Einleitung | Bernhard Blanke, Stephan von Bandemer, Frank Nullmeier & Göttrik Wewer (Hrsg.): Handbuch zur Ver- waltungsreform (XIII-XIX), 3., völlig überarbeitete und erweiterte Ausgabe, Wiesbaden: VS Verlag | 2005 | Verwaltungsrefor, regierens, einleitung | ||
| Public service value co creation | Goodsell, C. T. | A new vision for Public Administration | Public Administration Review | 2006 | Employing the metaphor of human sight, this essay advances a new vision for public administration. It is a departure from past visions in that it asks us to "see" the field from its own viewpoint rather than that of others. First, three common perspectives on public administration are critiqued as possessing a vision of the field that is not in accord with its core contributions to the democratic republic. Second, a new vision is advanced comprising three elements: a concept of government-based yet nongovernmental governance in which the contributions of administration are fully accounted for; a trajectory image of the administrative agency propelled by a strong sense of mission; and the notion that administration's highest purpose is to build the public trust that makes democracy possible. | public administration, democracy, governance, public trust | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-6210.2006.00622.x |
| Public Sector Innovation | National Accounting Office (NAO) | Achieving innovation in central government organisations. London. | National Accounting Office (NAO) | 2006 | The role of innovations in improving government productivity and the effectiveness of services has previously been little studied. This report surveys central departments and agencies to ascertain what kinds of innovations they have recently made, and analyses the factors that they see as important in sustaining the innovations. Organisational or administrative innovations in central government are diverse, but most involve improving performance management, introducing new IT projects or web services, as well as some physical technology changes. Many recent projects focus on joining up government and improving users’ experience of services. The average innovation nominated takes 24 months to deliver and costs £900,000, but a minority of projects are much bigger and take longer. The innovation process in central government is top-down and dominated by senior management. Contributions from lower-level staff are not so important. Innovative changes are often launched because of either political or ministerial pressures or efficiency drives. However, once this external trigger is provided departments and agencies have a stockpile of possible innovations to hand which they use to sustain change. The availability of funding is cited as a key factor sustaining innovations, but using means to search for innovations such as specific innovation units can also play an important part. The main barriers to innovation are a reluctance to embrace new ways of working and fragmentation within government, creating ‘silos’ between agencies. The main impacts of applied innovations are improvements in services and responsiveness, but innovations seem to be less successful in cutting costs or improving staff working conditions. There is scope for government to take a more systematic approach to developing innovations by improving costs and productivity data, communicating more simply to staff what kinds of innovations can be helpful, encouraging some counter-cultural thinking and methods for finding innovative solutions, and ensuring that approval and piloting processes are not over‑protracted. The behaviours needed for innovation often challenge traditional ways of thinking and need to be recognised and rewarded. Departments and agencies can learn lessons from the private sector in developing more regular and serial innovations. | innovation government, organisational innovation, drivers, barriers | https://www.nao.org.uk/report/achieving-innovation-in-central-government-organisations/ |
| Public service value co creation | Brannan, T, John, P and Stoker, G | Active citizenship and effective public services and programmes: how can we know what really works? | Urban Studies | 2006 | This paper is a review of the aims and practice of active citizenship in England. It sets out the key concepts and gives an account of the developing policy agenda in crime, regeneration and housing, education, health and local government. It reviews the current state of scientific knowledge in this area, in particular summarising research commissioned by the Home Office Civil Renewal Research Programme, 2004-05. Whilst the research findings show the positive contribution of government initiatives in this area, a key theme that emerges is that the policy context and the causal relationships are often more complex than advocates sometimes claim. | Citizenship, public services | https://doi.org/10.1080/00420980600676626 |
| Public Sector Innovation | Pumain D. | Alternative explanations of hierarchical differentiation in urban systems | Pumain D. (Ed.), Hierarchy in Natural and Social Sciences, Springer, pp. 169-222 | 2006 | Alternative explanations, hierarchical differentiation, urban systems | https://link.springer.com/chapter/10.1007/1-4020-4127-6_8 | |
| Social Innovation | Pekkarinen, S. and V. Harmaakorpi. | Building regional innovation networks: The definition of an age business core process in a regional innovation system | Regional Studies 40 (4): 401-413 | 2006 | Sample our Geography journals, sign in here to start your FREE access for 14 days Banner advert for Taylor & Francis Editing Services SDG Online Goal 2: Zero hunger. Request a free trial today Abstract Pekkarinen S. and Harmaakorpi V. (2006) Building regional innovation networks: the definition of an age business core process in a regional innovation system, Regional Studies 40, 401–413. Regional innovative capability is a crucial factor in building regional competitive advantage under the present techno-economic paradigm. Defining and promoting the multi-actor innovation networks that form the regional innovation system is essential. In the present study, the Regional Development Platform Method and core process thinking are presented as innovative tools in developing regional innovation systems. The focus is on the definition of the age business innovation network as a core process of the Lahti (Finland) regional innovation system. The main conclusion is that the success of a core process is essentially based on collective learning and knowledge creation among the actors. Pekkarinen S. et Harmaakorpi V. (2006) La construction de réseaux d'innovation régionaux: la définition d'un processus de base dans le commerce gris au sein d'un système d'innovation régional, Regional Studies 40, 401–413. La capacité régionale d'innovation est un acteur primordial dans la construction de l'avantage compétitif régional. sous le paradigme techno-économique actuel. Définir et promouvoir les réseaux d'innovation à plusieurs acteurs qui font partie intégrante du système d'innovation régional est capital. Cette étude cherche à présenter la Regional Development Platform Method et la pensée sur les processus de base en tant qu'outils innovateurs du développement des systèmes d'innovation régionaux. On met l'accent sur la définition des réseaux d'innovation dans le commerce gris comme processus de base du système d'innovation régional à Lahti (en Finlande). A titre de conclusion principale, on affirme que la réussite d'un processus de base s'explique essentiellement par la création de l'apprentissage et de la connaissance collectifs parmi les acteurs. Systèmes d'innovation régionaux, Réseaux d'innovation, Politiques d'innovation, Vieillissement de la population Pekkarinen S. und Harmaakorpi V. (2006) Aufbau regionaler Innovationsnetzwerke. Definition eines zeitgemässen Betriebskernprozesses in einem regionalen Innovationssystem, Regional Studies 40, 401–413. Die Innovationsfähigkeit einer Region ist ein entscheidender Faktor beim Aufbau eines regionalen Wettbewerbsvorteils nach derzeitigem techno-wirtschaftlichen Muster. Definition und Werbung für Innovationsnetzwerke mit verschiedenen Beteiligten, die das regionale Innovationssystem bilden, ist wesentlich. In der vorliegenden Studie werden die Methode der regionalen Entwicklungsplattform und Überlegungen zu Kernverfahren als innovative Werkzeuge bei der Entwicklung regionaler Innovationssysteme vorgeführt. Im Brennpunkt steht die Definition des zeitgemäßen Betriebsinnovationsnetzwerks als ein Kernprozess des regionalen Innovationssystems von Lahti (Finnland). Die Hauptschlußfolgerung läuft darauf hinaus, daßer Erfolg eines Kernprozesses sich wesentlich auf kollektives Lernen und Kenntnisvermehrung unter den Beteiligten stützt. Regionale Innovationsverfahren, Innovationsnetzwerke, Innovationsbestrebungen, Altern der Bevölkerung Pekkarinen S. y Harmaakorpi V. (2006) Creación de redes de innovación regional. Definición de un proceso central para negocios para la tercera edad en un sistema de innovación regional, Regional Studies 40, 401–413. La capacidad de innovación regional es un factor fundamental para crear una ventaja competitiva a nivel regional bajo el actual paradigma tecnoeconómico. Es de vital importancia definir y fomentar las redes de innovación con muchos protagonistas que forman el sistema de innovación regional. En el presente estudio, el Método de Plataforma de Desarrollo Regional y el pensamiento de los procesos centrales se presentan como herramientas innovadoras para el desarrollo de los sistemas de innovación regional. Aquí nos centramos en la definición de la red de innovación comercial para la tercera edad como un proceso central del sistema de innovación en la región de Lahti (Finlandia) Llegamos a la principal conclusión de que el éxito de un proceso central se basa primordialmente en el aprendizaje colectivo y la creación de conocimientos entre los diferentes protagonistas. | Regional innovation networks, regional innovation system | https://doi.org/10.1080/00343400600725228 |
| Public service value co creation | Cooper, T.L., Bryer, T.A. and Meek, J. W. | Citizen-centered collaborative public management | Public Administration Review | 2006 | Civic engagement and collaborative public management are concepts that are defined broadly, making theoretical explication challenging and practical application of empirical research difficult. In this article, the authors adopt definitions of civic engagement and collaborative public management that are centered on the citizen and the potential for active citizenship. Following a historical review of civic engagement in the United States, a conceptual model of five approaches to civic engagement is offered. Citizen‐centered collaborative public management is enhanced through these approaches. The authors suggest the need for further empirical research on collaborative public management that is grounded in citizenship action. | public management, citizen engagement, citizen-centered conceptual model | https://www.academia.edu/323255/Citizen-Centered_Collaborative_Public_Management |
| Public service value co creation | Pestoff, V. | Citizens and co-production of welfare services: Childcare in eight European countries | Public Management Review | 2006 | A growing number of scholars question the sustainability of liberal representative democracy and a welfare state dominated by the big organizations in both the public and private sectors. The state is over extended and democracy is stretched to its limits. Walzer proposes to democratize the means of distributing welfare services by greater citizen involvement, while Hirst calls for devolving many of the functions of the state to civil society. However, missing from such macro proposals is a micro perspective of citizens co-producers. The first part of this presentation introduces the concept of co-production, with a focus on greater citizen participation in the provision of public services. A review of the literature demonstrates several advantages of co-production, but also some major hurdles. The second part ties the concept of co-production to a discussion of parents' participation in the provision of childcare services in Europe. Finally, the importance of co-production for promoting the development and renewal of democracy and the welfare state is discussed. | childcare, citizens, co-production, parents, participatory democracy, welfare services | https://www.tandfonline.com/doi/abs/10.1080/14719030601022882 |
| Social Innovation | Bode, I | Co-governance within networks and the non-profit-for-profit divide | Public Management Review | 2006 | Throughout the western world, (social) care systems have been affected by a quasi-market agenda. Simultaneously, the literature on ‘governance’ suggests tendencies towards more networking and a stronger involvement of third-sector organizations have (again) changed the rules of the game. Looking at elderly care in three different European jurisdictions (Germany, France, England) this article argues that inter-agency collaboration as such is nothing new in this field so that viewing (co-)governance as a substitute for hierarchical government or market governance does not make sense here. Rather, there is a new non-profit – for-profit divide changing the architecture of those networks that had emerged in the pre-market era on the basis of a ‘domain consensus’ between welfare bureaucracies, professionals and civic actors. Nowadays, there is cross-country disorganization of this consensus irrespective of enduring national traditions of third-sector involvement. The result is ‘nervous’ network governance fraught with volatility and tensions. Co-governance persists but is less consistent than in previous times. | Co-governance, networks, profit | https://doi.org/10.1080/14719030601022932 |
| Public service value co creation | Brandsen, T, & van Hout, E | Co-management in public service networks | Public management review | 2006 | The third sector increasingly produces public services in collaboration with the state. This has not left the organisations in question unaffected. Recent research suggests that organisations involved in public service delivery are evolving towards forms of network production, in which the production process takes shape across a number of different organisations. As we will argue, organisations are faced with simultaneous pressures for differentiation and integration, which are alleviated (though not resolved) by internal changes in staffing, skills, structure and management style. Some of the problems of integrating public service networks are essentially resolved within organisations. | Networks, co-management | DOI:10.1080/14719030601022908 |
| Digital Transformation | Boxelaar, L., Paine, M. and Beilin, R. | Community engagement and public administration: of silos, overlays and technologies of government | Australian Journal of Public Administration | 2006 | The public policy process in Australia is changing towards a more interactive, collaborative model, where governments seek to develop partnerships with civil society and private sector organisations to manage complex policy challenges. This article discusses research conducted into a project implemented by a Victorian government department that sought to involve stakeholders in addressing natural resource management issues in the agricultural sector. The research revealed that public administration practices associated with the new public management approach impeded the ability of the project to facilitate participation by diverse stakeholders in the decision‐making process. The article challenges the view that the discourse of collaboration and community engagement takes public administration down a constructivist path and suggests that agencies need to become reflexive about the way in which public administration practices are constitutive of the community engagement process if they are to facilitate genuine participation of other stakeholders. | public policy, collaboration, community engagement | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-8500.2006.00476.x |
| Public Sector Innovation | Bloomgren Bingham L. and O’Leary R. | Conclusion: Parallel play, Not collaboration: Missing questions, Missing connections | Public Administration Review | 2006 | In this special issue, a group of wonderful scholars has shared with us what is known about collaborative public management, collaboration as a process, collaborative networks and democracy, and public participation and civic engagement. | collaboration, conflict management, conflict resolution, citizen participation, collaborative learning, knowledge management, governance, democracy, public policy | https://www.jstor.org/stable/4096590?seq=1#page_scan_tab_contents |
| Social Innovation | Bingham, L, B, Nabatchi, T, & O'leary, R | Conclusion: Parallel play, not collaboration: Missing questions, missing connections | Public administration review | 2006 | This paper synthesizes research on the role of standards and assessment in promoting learning, describes the nature of assessment systems that can support changes in practice, Illustrates the use of technology to transform assessment systems and learning, and proposes a model for assessing 21st century skills. Large-scale assessments should be only part of any system to support student learning, Assessments at each level represent a significant opportunity to signal the important learning goals that are targeted by the broader system as well as to provide valuable, actionable data for policy and practice. Moreover, they can model next generation assessments that can support learning. To do so assessments should a) be aligned with the development of significant 21st century goals, b) be adaptable and responsive to new developments, c) be largely performance-based, d) add value for teaching and learning by providing information that can be acted on by students, teachers, and administrators, e) meet the general criteria for good assessments, (i.e. be fair, technically sound; valid for purpose, and part of a comprehensive and well-aligned system of assessments at all levels of education) The model for assessments of 21st century skills, based on an analysis of curriculum and assessment frameworks for 21st century skills developed around the world, identifies ten important skills in four broad categories. The paper provides measureable descriptions of the skills, considering knowledge, skills, and attitudes, values and ethics (advanced as the KSAVE framework). The paper concludes with a discussion of challenges to be addressed in developing an assessment system that supports learning using, for example, research-based models of skill development and assessments that make students’ thinking visible to establish their strengths and weaknesses and help shape future learning choices. | Collaboration, conection | https://doi.org/10.1111/j.1540-6210.2006.00686.x |
| Public service value co creation | Brandsen, T. and Pestoff, V. | Co-production, the third sector and the delivery of public services: an introduction | Public Management Review, 8(4), 493‑501 | 2006 | In recent years, public management research has paid increasing attention to the third sector, especially to its role in the provision of public services. Evidence of this is the rising number of publications on the topic, as well as a growing number of sessions and papers on the topic in academic conferences of the EGPA and IRSPM. However, much of the discussion on its role is motivated at least as much by ideology as by fact. We still lack a comprehensive empirical understanding of what happens when the third sector is drawn into public service provision. In this collection on Co-Production: The Third Sector and the Delivery of Public Services, we will try to enhance this understanding by presenting several new studies on the subject. We also introduce the concepts of co-production, co-management and co-governance as a conceptual framework that enables us to better understand such developments. | co-production, third sector, nonprofit, public service, welfare state, partnerships | https://www.tandfonline.com/doi/abs/10.1080/14719030601022874 |
| Living Labs | Ballantyne, D. & R.J. Varey. | Creating value-in-use through marketing interaction: the exchange logic of relating, communicating and knowing | Marketing Theory, 6(3): 335-48 | 2006 | This article elaborates and extends the Vargo and Lusch (2004a) service-dominant (S-D) logic thesis. Three linked exchange-enablers and their potential for improving value-in-use are discussed: first, relationships to give structural support for the creation and application of knowledge resources (relating); second, communicative interaction to develop these relationships (communicating); and third, the knowledge needed to improve the customer's service experience (knowing). These activities are integrated within an augmented S-D exchange model, and the implications for co-creating value are discussed. Finally, the argument is put that a customer's value-in-use begins with the enactment of value propositions, and the development of reciprocal value propositions is discussed in the context of the notion of sustainable betterment. | Creating value-in-use, marketing interaction | https://doi.org/10.1177/1470593106066795 |
| Digital Transformation | Brandt, E. | Designing exploratory design games: a framework for participation in participatory design? | Paper presented at the Proceedings of the ninth conference on Participatory design: Expanding boundaries in design-Volume 1. | 2006 | The dogma of Participatory Design is the direct involvement of people in the shaping of future artefacts. Thus central for designers within this field are the staging of a design process involving participation of people. Organising collaboration between people having various competencies and interests is challenging and therefore designers need frameworks, which can accommodate this work. This paper discusses the use of exploratory design games to organise participation in participatory design projects. Examples of different exploratory design games as sources of inspiration are presented. Through a comparison of different exploratory design games the paper sheds light on the repertoire of possibilities for designers to be aware of when creating their own exploratory design games. | design, participation, exploratory design | https://www.researchgate.net/publication/221631240_Designing_Exploratory_Design_Games_A_Framework_for_Participation_in_Participatory_Design |
| Social Innovation | Dunleavy P., Margetts H., Tinkler J. and Bastow S. | Digital era governance: IT corporations, the state and e-government | Oxford University Press. | 2006 | Government information systems are big business (costing over 1% of GDP a year). They are critical to all aspects of public policy and governmental operations. Governments spend billions on them — for instance, the United Kingdom alone commits £14 billion a year to public sector information technology (IT) operations. Yet governments do not generally develop or run their own systems, instead relying on private sector computer services providers to run large, long-run contracts to provide IT. Some of the biggest companies in the world (IBM, EDS, Lockheed Martin, etc.) have made this a core market. This book shows how governments in some countries (the United States, Canada, and the Netherlands) have maintained much more effective policies than others (in the United Kingdom, Japan, and Australia). It shows how public managers need to retain and develop their own IT expertise and to carefully maintain well-contested markets if they are to deliver value for money in their dealings with the very powerful global IT industry. This book describes how a critical aspect of the modern state is managed, or in some cases mismanaged. | information technology, government information systems, private sector, IBM, EDS, Lockheed Martin, United States, Canada, Netherlands, United Kingdom | https://www.oxfordscholarship.com/view/10.1093/acprof:oso/9780199296194.001.0001/acprof-9780199296194 |
| Public service value co creation | Boyle, D, Clarck and Burns, S | Hidden work: Co-production by people outside paid employment | York: Joseph Rowntree Foundation | 2006 | This is the first comprehensive research in the UK to investigate how ‘co-production’ captures and develops the vital contribution people outside paid work make to their neighbourhoods. In keeping with the concept of co-production, people outside paid work in each of the local communities received training enabling them to work as researchers on the project. | Paid employement, coproduction | https://www.jrf.org.uk/report/co-production-people-outside-paid-employment |
| Digital Transformation | Bénabou, R., & Tirole, J. | Incentives and prosocial behavior | The American Economic Review, 96, 1652-1678 | 2006 | We develop a theory of prosocial behavior that combines heterogeneity in individual altruism and greed with concerns for social reputation or self-respect. Rewards or punishments (whether material or image-related) create doubt about the true motive for which good deeds are performed, and this overjustification effect can induce a partial or even net crowding out of prosocial behavior by extrinsic incentives. We also identify the settings that are conducive to multiple social norms and, more generally, those that make individual actions complements or substitutes, which we show depends on whether stigma or honor is (endogenously) the dominant reputational concern. Finally, we analyze the socially optimal level of incentives and how monopolistic or competitive sponsors depart from it. Sponsor competition is shown to potentially reduce social welfare. (JEL D11, D64, D82, Z13) | Incentives, prosocial behavior | DOI: 10.1257/aer.96.5.1652 |
| Social Innovation | De Vries E. | Innovation in services in networks of organizations and in the distribution of services | Research Policy, vol. 35 pp. 1037-1051 | 2006 | Three approaches of studying innovation in services are recognized: the assimilation, demarcation and synthesis approach. The synthesis approach attempts to arrive at a theory relevant for service and manufacturing. Gallouj and Weinstein [Gallouj, F., Weinstein, O., 1997. Innovation in services. Research Policy 26, 537–556] were one of the first to take this approach. This article contributes to the synthesis approach by revising their theory to enable reasoning about recent innovation trends in networks of organizations and in the distribution of services. The theory revision is based on several case studies. Implications for the study of innovation are discussed in terms of results from recent demarcation studies. | innovation, services, network organization, distribution of services, case study | https://www.sciencedirect.com/science/article/abs/pii/S0048733306001132 |
| Social Innovation | de Vries, E. J. | Innovation in Services in Networks of Organizations and in the Distribution of Services | Research Policy, vol. 35 pp. 1037-1051 | 2006 | Three approaches of studying innovation in services are recognized: the assimilation, demarcation and synthesis approach. The synthesis approach attempts to arrive at a theory relevant for service and manufacturing. Gallouj and Weinstein [Gallouj, F., Weinstein, O., 1997. Innovation in services. Research Policy 26, 537–556] were one of the first to take this approach. This article contributes to the synthesis approach by revising their theory to enable reasoning about recent innovation trends in networks of organizations and in the distribution of services. The theory revision is based on several case studies. Implications for the study of innovation are discussed in terms of results from recent demarcation studies. | Innovation, services in networks, organizations, distribution | https://doi.org/10.1016/j.respol.2006.05.006 |
| Service Design | Karwan, K. R., & Markland, R. E. | Integrating service design principles and information technology to improve delivery and productivity in public sector operations: The case of the South Carolina DMV | Journal of Operations Management, 24(4 SPEC. ISS.), 347-362. | 2006 | One relatively unanswered question regarding operational efficiency and effectiveness is whether and how public sector or government operations can employ service strategy and design concepts to deal with the conflicting objectives of minimizing expenditures while providing for an increasing number of “causes” [Haywood-Farmer, J., Nollet, J., 1991. Service Plus: Effective Service Management, G. Morin Publisher, Quebec]. In this paper, we argue that the mechanism that permits or enables simultaneous success on these dimensions in public sector operations is information technology applied in conjunction with a unified set of service operations concepts. To demonstrate this contention, we employ an adaptation of the Goldstein et al. [Goldstein, S.M., Johnston, R., Duffy, J., Rao, J., 2002. The service concept: the missing link in service design research? Journal of Operations Management 20 (2), 121–134] service planning design framework, taking issue with some interpretative aspects of their strategic model. The modified planning framework was applied to an initiative in South Carolina state government to improve operations and technology deployment at the Department of Motor Vehicles (DMV). The detailed and ongoing case study illustrates the utility of a broad service-based, IT-enabled approach to designing a government service, while simultaneously demonstrating that operational service alignment is the key to avoiding results that have long been labeled a dilemma in the public sector. | Service design, Public sector operations, Information technology, Case study | https://www.sciencedirect.com/science/article/abs/pii/S0272696305001208 |
| Living Labs | Howells, J. | Intermediation and the role of intermediaries in innovation | Research Policy, 35(5), 715-728 | 2006 | This paper investigates the issue of intermediation and the role of intermediaries in the innovation process. The aim of this paper is three-fold. Firstly, to review and synthesis the literature in this field; from this to develop a typology and framework of the different roles and functions of the intermediation process within innovation; lastly to try and operationalise the typology within the context of UK using case study material. | Innovation; Intermediation; Technology transfer; Intermediaries | http://www.pishvaee.com/wp-content/uploads/downloads/2013/09/Howells-paper.pdf |
| Public Sector Innovation | Meeus M. and J. Faber. | Interorganizational relations and innovation: a review and a theoretical extension | Hage J., Meeus M. (eds), Innovation, science, and institutional change: a research handbook, 67-87. Oxford: Oxford University Press | 2006 | Inter-organizational collaboration (IOC) has gained increased attention in research and practice given its documented influence on the innovation of small and medium-sized enterprises’ (SMEs). Regardless of the growing number of studies, there is still lack of research that scrutinizes and synthesizes this body of knowledge. This paper undertakes a systematic review of 113 studies from 2000 to 2019 to analyze research trends and findings on the nature and dynamics of IOC-innovation relationship in SMEs domain. Based on this analysis, we develop a framework grounded in selected theoretical lenses and empirical findings to advance our understanding of key antecedents, mediators, moderators and outcomes. We highlight that extant theories are deployed and illustrated but rarely extended in a manner that significantly informs subsequent work. Furthermore, we identify that innovation is a complex process that involves different mechanisms. On that basis, we have identified several research gaps and provided a future research agenda that we mapped into four dimensions: theory, phenomenon, methodology and context. | Interorganizational relations, innovation | https://doi.org/10.1016/j.scaman.2020.101109 |
| Service Design | Percebois, L. | Le design institutionnel public : analyse économique de la réforme de l'administration | Université Panthéon-Sorbonne - Paris | 2006 | La these s'interesse aux fondements economiques des reformes administratives dans les pays developpes. Ainsi, elle cherche a comparer des conceptions theoriques sur l'evaluation de l'efficacite dans l'administration, et elle considere les moyens theoriques et empiriques de reformer les administrations. Elle se compose de trois parties. Une premiere partie traite de l'essor des critiques de l'administration comme justificatif des reformes actuelles ; c'est surtout un "survey" et des auteurs majeurs sont etudies, tels que Weber, Downs, Leibenstein ou ceux du "public choice" comme Niskanen. Elle donne une approche generale des reformes de "nouvelle gestion publique" (NGP), mais aussi de la nouvelle architecture budgetaire publique en France a la lumiere de la "loi organique relative aux lois de finances" (LOLF). Une deuxieme partie s'interesse aux modelisations economiques du fonctionnement des administrations publiques, autour de la question des controles hierarchiques et de celle des designs institutionnels optimaux de services administratifs interdependants. Une troisieme partie se consacre exclusivement a l'evaluation empirique des reformes dans plusieurs domaines administratifs, notamment en faisant appel aux bases de donnees de l'organisation de cooperation et de developpement economiques (OCDE) et aux reformes francaises : decentralisation, recrutements, remuneration a la performance et "knowledge management" sont des themes majeurs. Enfin, ce travail met en relief les enjeux de l'administration electronique, en France mais aussi selon une approche comparee, sans omettre de considerer l'interdependance des reformes de NGP. | Design, institutionnel, public | |
| Public Sector Innovation | Noteboom, B. | Learning and Innovation in Inter-Organizational Relationships and Networks | (CentER Discussion Paper; Vol. 2006-39). Tilburg: Organization | 2006 | This paper gives a survey of insights into inter-firm alliances and networks for innovation, from a constructivist, interactionist perspective on knowledge, which leads to the notion of 'cognitive distance'. It looks at both the competence and the governance side of relationships. Given cognitive distance, organizations need to align cognition sufficiently to enable the fast and efficient utilization of opportunities from complementary capabilities. This, I propose, is done by means of a culturally mediated 'organizational cognitive focus'. The problem with that is that it yields a greater or lesser organizational myopia that, for the sake of innovation, needs to be complemented by means of outside relations with other firms, at larger cognitive distance. Hence the importance of networks for innovation. On the governance side, the paper gives a review of relational risks and instruments to manage them. Next to the effects of cognitive distance, the paper analyses the effects of density and strength of ties in innovation networks, concerning both competence and governance. | Learning, innovation, inter-organizational relationships, networks | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=903754 |
| Digital Transformation | Lowndes, V., Pratchett, L. and Stoker, G | Local political participation: the impact of rules-in-use | Public Administration | 2006 | This article argues that political participation is shaped by locally distinctive ‘rules‐in‐use’, notwithstanding the socio‐economic status or level of social capital in an area. It recognizes that the resources available to people, as well as the presence of social capital within communities, are potential key determinants of the different levels of local participation in localities. However, the article focuses on a third factor – the institutional rules that frame participation. Levels of participation are found to be related to the openness of the political system, the presence of a ‘public value’ orientation among local government managers, and the effectiveness of umbrella civic organizations. Whereas resources and social capital are not factors that can be changed with any great ease, the institutional determinants of participation are more malleable. Through case study analysis, the article shows how actors have shaped the environment within which citizens make their decisions about engagement, resulting in demonstrable effects upon levels of participation. | local government, participation, institutional set-up | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2006.00601.x |
| Social Innovation | Pollitt C., Bouckaert G. and Loeffler E. | Making quality sustainable: co-design, co-decide, co-produce, co-evaluate | Scientific Rapporteurs, 4QZ Conference. | 2006 | In this report we will outline a model for a co-operative approach as a key to long term, sustained improvement of public service quality. In some respects it is an ambitious model, and many of the good practice cases presented at 4QC fell well short of what we are about to suggest. But, as you will see, some cases do not fall short. In the most interesting cases we can see, here or there, all the features we are about to discuss. This is a strong indication that our co-operative model is not just an academic abstraction, but rather something which can be achieved by public servants, politicians, citizens and other stakeholders – when they work together co-operatively in a climate of mutual trust and respect. | public service quality, good practice cases, 4QZ conference, co-operative model | https://circabc.europa.eu/webdav/CircaBC/eupan/dgadmintest/Library/6/1/2/meetings_presidency/meeting_26-27_october/4QCREPORT_final_version_October_2006.pdf |
| Digital Transformation | Sorensen | Metagovernance: the changing role of politicians in processes of democratic governance | American Review of Public Administration | 2006 | Current changes in governing tasks that face the political systems in liberal democracies require governance to be performed in new ways. Governance can no longer take the form of sovereign rule but must be performed through various forms of metagovernance, regulation of self-regulation. The consequence is a transformation of the role that politicians play in the governance of society that endangers representative democracy aswe knowit but does not necessarily endanger representative democracy as such. A case study of the specific, narrow way in which the newmetagoverning politician role is interpreted and institutionalized in four Danish municipalities suggests that network governance marginalizes politicians and consequently weakens representative democracy. If this weakening of democracy is to be avoided, politicians must strengthen their roles in metagovernance by broadening their leadership repertoire to include framing through institutional design, storytelling, supporting and facilitating, and participating. | governance, democracy, metagovernance, politicians | https://journals.sagepub.com/doi/10.1177/0275074005282584 |
| Living Labs | Dunleavy P., Margetts H., Bastow S. and Tinkler J. | New public management is dead—Long live digital-era governance. | Journal of Public Administration Research and Theory | 2006 | The “new public management” (NPM) wave in public sector organizational change was founded on themes of disaggregation, competition, and incentivization. Although its effects are still working through in countries new to NPM, this wave has now largely stalled or been reversed in some key “leading-edge” countries. This ebbing chiefly reflects the cumulation of adverse indirect effects on citizens' capacities for solving social problems because NPM has radically increased institutional and policy complexity. The character of the post-NPM regime is currently being formed. We set out the case that a range of connected and information technology–centered changes will be critical for the current and next wave of change, and we focus on themes of reintegration, needs-based holism, and digitization changes. The overall movement incorporating these new shifts is toward “digital-era governance” (DEG), which involves reintegrating functions into the governmental sphere, adopting holistic and needs-oriented structures, and progressing digitalization of administrative processes. DEG offers a perhaps unique opportunity to create self-sustaining change, in a broad range of closely connected technological, organizational, cultural, and social effects. But there are alternative scenarios as to how far DEG will be recognized as a coherent phenomenon and implemented successfully. | New Public Management, effects, institutional complexity, "digital-era governance" | https://doi.org/10.1093/jopart/mui057 |
| Digital Transformation | OECD. | OECD e-Government Studies: Denmark 2006 | 2006 | OECD, e-Government, studies | https://www.oecd-ilibrary.org/governance/oecd-e-government- studies-denmark-2006 9789264012356-en | ||
| Social Innovation | Dhanaraj, C. and A. Parke. | Orchestrating innovation networks | 31 (3): 659-669 | 2006 | Innovation networks can often be viewed as loosely coupled systems of autonomous firms. We propose that hub firms orchestrate network activities to ensure the creation and extraction of value, without the benefit of hierarchical authority. Orchestration comprises knowledge mobility, innovation appropriability, and network stability. We reject the view of network members as inert entities that merely respond to inducements and constraints arising from their network ties, and we embrace the essential player-structure duality present in networks. | Innovation networks | https://doi.org/10.5465/amr.2006.21318923 |
| Social Innovation | Fischer, F. | Participatory governance as deliberative empowerment: the cultural politics of discursive space | The American Review of Public Administration | 2006 | This article argues that there is a need to enrich the theory of citizen participation and the design of deliberation practices through greater attention to the cultural politics of deliberative space. The article focuses on the ways the social valorization of political space influences basic discursive processes such as who speaks, how knowledge is constituted, what can be said, and who decides. From this perspective, decentralized design principles are necessary but insufficient requirements for deliberative empowerment. The point is illustrated through an analysis of the Science for the People movement in Kerala, India, a prominent example of deliberative empowerment. The discussion shows how the movement employed cultural and pedagogical strategies to facilitate an empowered participation of local citizens in the deliberative planning process. These experiences demonstrate the importance of a deeper understanding of cultural meaning and political identity in the theory of democratic deliberation and the practice of participatory governance. | citizen participation, deliberation, culture, social space, decentralized governance, local knowledge | https://journals.sagepub.com/doi/10.1177/0275074005282582 |
| Public service value co creation | Pestoff V., Osborne S.P. and Brandsen T. | Patterns of co-production in public services: Some concluding thoughts | Public Management Review | 2006 | Research on the roles of the third sector in the delivery of public services has so far been scattered. However, there is much to learn from drawing the different manifestations of third-sector involvement together, as each represents an element of the third sector within the public services, expressed in different ways. An interesting question for research and practice is how different combinations of such elements are and should be embedded, given the variations in national structures of service provision. The studies presented in this collection have offered a stepping-stone in progressing towards an answer. Here we offer some suggestions for a future research agenda. These concern, respectively, the relationships between different roles of the third sector, links with the analysis of welfare state reform and the function of co-production. | co-production, nonprofit, partnerships, public services, third sector, welfare state | https://www.tandfonline.com/doi/abs/10.1080/14719030601022999 |
| Service Design | Stoker, G. | Public Value Management: A new narrative for networked governance? | American Review of Public Administration | 2006 | The aim of this article is to clarify the nature of the management style most suited to the emergence of networked governance. The paradigms of traditional public administration and new public management sit uncomfortably with networked governance. In contrast, it is argued the public value management paradigm bases its practice in the systems of dialogue and exchange that characterize networked governance. Ultimately, the strength of public value management is seen to rest on its ability to point to a motivational force that does not solely rely on rules or incentives to drive public service practice and reform. People are, it suggests, motivated by their involvement in networks and partnerships, that is, their relationships with others formed in the context of mutual respect and shared learning. Building successful relationships is the key to networked governance and the core objective of the management needed to support it. | public value management, networked governance, management paradigms | https://journals.sagepub.com/doi/10.1177/0275074005282583 |
| Service Design | Callaghan, G.D. and Wistow, G. | Publics, patients, citizens, consumers? Power and decision making in primary healthcare | Public Administration | 2006 | This article uses theoretical approaches to the discussion of power in order to consider the role of public and patient participation in primary health care organizations in the UK. There is considerable evidence to suggest that, despite major national initiatives to extend participation in health services, the role of participation in decision making remains underdeveloped. The primary purpose of this article is to understand how and why this should be the case. Using findings from qualitative research that explored approaches taken by the dominant professional groups on primary care groups (PCGs) to involving patients and the public, we consider how these approaches reflect the exercise of different forms and levels of power. The explanation combines Lukes’ categorization of three forms of power with Bourdieu’s dynamic conceptualization of the relations of habitus and field. It is argued that the models observed represent different opportunities for the operation of power with implications for the role that participation can play. | theoretical approach, health care, participation, power, decision making | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2006.00603.x |
| Public Sector Innovation | R.,Vargo,S. | Reactions, reflections and refinements | Marketing Theory, 6 (3), p. 281-288 | 2006 | As one of its own foundational premises implies, the value of service-dominant (S-D) logic is necessarily in its open, collaborative effort. Thus, the authors invite and welcome both elaborative and critical viewpoints. Five recurring, contentious issues among collaborating scholars, as they attempt to understand the full nature and scope of S-D logic, are identified. These issues are clarified and refined, as is appropriate to this co-creation of a service-centric philosophy by the worldwide marketing community. | Reactions, reflections, refinements | https://doi.org/10.1177/1470593106066781 |
| Public service value co creation | Möller, K | Role of competences in creating customer value: A value-creation logic approach | Industrial Marketing Management | 2006 | This paper addresses the issue through what kind of competences companies are producing value for their business customers. First, a value typology, clarifying the complex character of value, is constructed, together with suggestions on how the question of value creation can be framed. In order to understand and manage supplier–customer relationships, it essential to comprehend how both customers and suppliers perceive value and their roles in value creation. The matching of customers' and suppliers' perspectives is discussed by developing a framework depicting the business-to-business marketing types. Then the competences needed for creating value for customers and suppliers alike are examined by identifying what kind of competences are required in each marketing type. | Customer value, value-creation | https://doi.org/10.1016/j.indmarman.2006.04.005 |
| Public service value co creation | Lusch R., Vargo S. | Service-Dominant Logic: reactions, reflections and refinements | Marketing Theory 6 (3): 281-88 | 2006 | As one of its own foundational premises implies, the value of service-dominant (S-D) logic is necessarily in its open, collaborative effort. Thus, the authors invite and welcome both elaborative and critical viewpoints. Five recurring, contentious issues among collaborating scholars, as they attempt to understand the full nature and scope of S-D logic, are identified. These issues are clarified and refined, as is appropriate to this co-creation of a service-centric philosophy by the worldwide marketing community. | marketing theory, relationship marketing, resource integration, resource theory, service-dominant logic, S-D logic, service marketing | https://journals.sagepub.com/doi/abs/10.1177/1470593106066781 |
| Social Innovation | Mair, J. and Marti, I. | Social entrepreneurship research: A source of explanation, prediction, and delight | Journal of World Business, 41(1), 36-44 | 2006 | Social entrepreneurship, as a practice and a field for scholarly investigation, provides a unique opportunity to challenge, question, and rethink concepts and assumptions from different fields of management and business research. This article puts forward a view of social entrepreneurship as a process that catalyzes social change and addresses important social needs in a way that is not dominated by direct financial benefits for the entrepreneurs. Social entrepreneurship is seen as differing from other forms of entrepreneurship in the relatively higher priority given to promoting social value and development versus capturing economic value. To stimulate future research the authors introduce the concept of embeddedness as a nexus between theoretical perspectives for the study of social entrepreneurship. | Social entrepreneurshi, prediction, delight | https://doi.org/10.1016/j.jwb.2005.09.002 |
| Digital Transformation | Bogason, P. and Musso, J.A. | The democratic prospects of network governance | American Review of Public Administration | 2006 | This article considers the democratic implications of the shift toward policy making and implementation through networks, integrating articles presented at a 2003 conference on democratic network governance. The authors argue that the effect of increased cross-sectoral and civil society involvement in governing has been to stretch liberal democratic processes to comprise greater numbers of actors involved in lateral network relationships. Although network governance has the potential to promote deliberation and to improve flexibility and responsiveness in service provision, it also raises serious issues regarding equity, accountability, and democratic legitimacy. There is a need to improve political coherence through, for example, steering or metagovernance of governance activities. Important questions for future research involve the character of actors who will take responsibility for metagovernance (e.g., politicians or public administrators) and the approaches they will use to steer governance processes. | governance, democracy, networks | https://journals.sagepub.com/doi/10.1177/0275074005282581 |
| Public service value co creation | Johns, G. | The essential impact of context on organizational behavior. | Academy of Management Review, 31(2), 386–408 | 2006 | I argue that the impact of context on organizational behavior is not sufficiently recognized or appreciated by researchers. I define context as situational opportunities and constraints that affect the occurrence and meaning of organizational behavior as well as functional relationships between variables, and I propose two levels of analysis for thinking about context–one grounded in journalistic practice and the other in classic social psychology. Several means of contextualizing research are considered. | organizations, behavior, context, research, journalism, psychology | https://journals.aom.org/doi/abs/10.5465/amr.2006.20208687 |
| Public service value co creation | Osborne S. (2006). | The New Public Governance | Public Management Review, 8 (3), p. 377-388 | 2006 | The argument advanced in this present article is that PAM has actually passed through three dominant modes – a longer, pre-eminent one of PA, from the late nineteenth century through to the late 1970s/early 1980s; a second mode, of the NPM, through to the start of the twenty-first century; and an emergent third one, of the NPG, since then. The time of the NPM has thus in fact been a relatively brief and transitory one between the statist and bureaucratic tradition of PA and the embryonic plural and pluralist tradition of the NPG. The remainder of this article will briefly expound upon the extant natures of PA and the NPM before arguing for the emergent characteristics of the NPG. | Public administration, New Public Management, New Public Governance, | https://www.tandfonline.com/doi/abs/10.1080/14719030600853022?journalCode=rpxm20 |
| Public service value co creation | Osborne, S. | The New Public Governance? | Public Management Review 8 (3): 377-388 | 2006 | The argument advanced in this present article is that PAM has actually passed through three dominant modes – a longer, pre-eminent one of PA, from the late nineteenth century through to the late 1970s/early 1980s; a second mode, of the NPM, through to the start of the twenty-first century; and an emergent third one, of the NPG, since then. The time of the NPM has thus in fact been a relatively brief and transitory one between the statist and bureaucratic tradition of PA and the embryonic plural and pluralist tradition of the NPG. The remainder of this article will briefly expound upon the extant natures of PA and the NPM before arguing for the emergent characteristics of the NPG. | Public administration, New Public Management, New Public Governance, | https://www.tandfonline.com/doi/abs/10.1080/14719030600853022?journalCode=rpxm20 |
| Social Innovation | Mulgan, G. | The Process of Social Innovation | Innovations, 1(2), 145-162 | 2006 | Process, social innovation | DOI:10.1162/itgg.2006.1.2.145 | |
| Service Design | Denhardt, J.V. and Campbell, K. B. | The role of democratic values in transformational leadership | Administration and Society | 2006 | Transformational leaders are typically seen as visionaries and catalysts of organizational change. Although organizational change is important, the transformational leadership model is vitally important and relevant to the public sector in ways that are not accounted for in this model. This article builds on and extends existing literature by identifying the key normative elements of a public sector transformational leadership model. Specifically, it focuses on why transformational leadership in the public sector should explicitly address democratic norms and the role of citizens and citizenship in both formulating and realizing shared goals. | transformational leadership, organizational change, democratic values, citizenship | https://journals.sagepub.com/doi/abs/10.1177/0095399706289714 |
| Public service value co creation | Ostrom, E | The value-added of laboratory experiments for the study of institutions and common-pool resources | Journal of Economic Behavior & Organization | 2006 | We test in a laboratory experiment three regulations imposed on a common-pool resource game: an access fee and subsidy scheme, transferable quotas and non-transferable quotas. Theory predicts that they all reduce resource use from free access to the same target level without hurting users. We find that all regulations perform equally in reducing resources, although with more variance under the fee scheme. All fail to make all the users better off. The fee scheme performs better than transferable quotas in sorting out the most efficient users but at the cost of hurting them more often | value-added, laboratory, experiments | DOI:10.1016/j.jebo.2005.02.008 |
| Digital Transformation | Grabher G. | Trading routes, bypasses and risky intersections: mapping the travels of “networks” between economic sociology and economic geography | Progress in Human Geography 30 (2): 163-189 | 2006 | In economic geography the notion of the network has come to play a critical role in a range of debates. Yet networks are rarely construed in an explicit fashion. They are, rather, assumed as some sort of more enduring social relations. This paper seeks to foreground these implicit assumptions - and their limitations - by tracing the selective engagement of economic geography with network approaches in economic sociology. The perception of networks in economic geography is mainly informed by the network governance approach that is founded on Mark Granovetter's notion of embeddedness. By embracing the network governance approach, economic geography bypassed the older tradition of the social network approach. Economic geography thus discarded not only the concerns for network position and structure but also more calculative and strategic perceptions of networks prevailing in Ron Burt's work. Beyond these two dominant traditions, economic geography has, more recently, started to tinker with the poststructuralist metaphor of the rhizome of actor-network theory while it took no notice of Harrison White's notions of publics and polymorphous network domains. | interdisciplinarity, network governance approach, networks, publics, rhizome, social network analysis | https://journals.sagepub.com/doi/abs/10.1191/0309132506ph600oa |
| Service Design | Fung, A. | Varieties of participation in complex governance | Public Administration Review | 2006 | The multifaceted challenges of contemporary governance demand a complex account of the ways in which those who are subject to laws and policies should participate in making them. This article develops a framework for understanding the range of institutional possibilities for public participation. Mechanisms of participation vary along three important dimensions: who participates, how participants communicate with one another and make decisions together, and how discussions are linked with policy or public action. These three dimensions constitute a space in which any particular mechanism of participation can be located. Different regions of this institutional design space are more and less suited to addressing important problems of democratic governance such as legitimacy, justice, and effective administration. | democracy, governance, public sphere, citizen participation, stakeholders, public hearings, cubes, community policing, democratic authority, police | https://www.jstor.org/stable/4096571?seq=1#page_scan_tab_contents |
| Service Design | Rubalcaba L. | Which Policy for Innovation in Services? | Science and Public Policy | 2006 | This paper proposes an analytical framework and rationale for service innovation policies and discusses the framework alternatives for policy implementation. Specific service characteristics and specific service innovation needs may require specific solutions. However, a service-oriented innovation policy is not necessarily aimed at specific individual service sectors. This article proposes a predominantly horizontal policy, going across sectors, based on service innovation being considered as a systemic dimension useful for any kind of economic activity. | service innovation, implementation, horizontal policy | https://academic.oup.com/spp/article-abstract/33/10/745/1658198 |
| Public service value co creation | A. Pyka and G. Fagiolo. | Agent-based modelling: A methodology for neo-schumpeterian economics | H. Hanusch and A. Pyka, editors, Elgar Companion to Neo-Schumpeterian Economics, chapter 29, pages 467–487. Edward Elgar | 2007 | Modellers have had to wrestle with an unavoidable trade-off between the demand of a general theoretical approach and the descriptive accuracy required to model a particular phenomenon. A new class of simulation models has shown to be well adapted to this challenge, basically by shifting outwards this trade-off: So-called agent-based models (ABMs henceforth) are increasingly used for the modelling of socio-economic developments. Our paper deals with the new requirements for modelling entailed by the necessity to focus on qualitative developments, pattern formation, etc. which is generally highlighted within Neo-Schumpeterian Economics and the possibilities given by ABMs. | Methodology, neo-schumpeterian economics | https://vwl.wiwi.uni-augsburg.de/vwl/institut/paper/272.pdf |
| Social Innovation | Bovaird T. | Beyond engagement and participation: User and community coproduction of public services | Public Administration Review | 2007 | In recent years, there has been a radical reinterpretation of the role of ‘policy making’ and ‘service delivery’ in the public domain. Policymaking is no longer seen as a purely ‘top down’ process but rather as a negotiation between many interacting policy systems. Similarly, services are no longer simply delivered by professional and managerial staff in public agencies, but rather co-produced by users and their communities. This paper presents a conceptual framework for understanding the emerging role of user and community co-production and then illustrates how different forms of co-production have played out in practice in a number of case studies of radical improvement of local public services. It suggests that traditional conceptions of service planning and management are now out-dated and need to be revised to take into account the potential of co-production as an integrating mechanism and incentive for resource mobilization, a potential which is still greatly underestimated in its potential to raise the effectiveness of public policy. However, co-production in a context of multi-purpose, multi-stakeholder networks raises a number of important public governance issues, which have implications for public services reform. | user co-production, community co-production, public services | https://pdfs.semanticscholar.org/9cf7/bdf229d719c5b109d0c8d0c73d1a7455f3a4.pdf |
| Public service value co creation | Hefetz, A, & Warner, M | Beyond the market versus planning dichotomy: Understanding privatisation and its reverse in US cities | Local government studies | 2007 | City service delivery requires planners and city managers to move beyond the public–private dichotomy and explore the benefits of interaction between markets and planning. Using International City County Management survey data on US local governments from 1992, 1997 and 2002, we find a shift where reverse contracting (re-internalisation) now exceeds the level of new contracting out (privatisation). We model how a theoretical shift from new public management to new public service in public administration mirrors a behavioural shift among city managers. Results confirm the need to balance economic concerns with political engagement of citizens and lend empirical support to a theory of social choice that links communicative planning with market management. | Market, privatisation | https://doi.org/10.1080/03003930701417585 |
| Service Design | Gerring, J. | Case study research : principles and practices | Cambridge: Cambridge University Press | 2007 | Case Study Research: Principles and Practices aims to provide a general understanding of the case study method as well as specific tools for its successful implementation. These tools can be utilized in all fields where the case study method is prominent, including anthropology, business, communications, economics, education, medicine, political science, social work, and sociology. Topics covered include the definition of a case study, the strengths and weaknesses of this distinctive method, strategies for choosing cases, an experimental template for understanding research design, and the role of singular observations in case study research. It is argued that a diversity of approaches – experimental, observational, qualitative, quantitative, ethnographic – may be successfully integrated into case study research. This book breaks down traditional boundaries between qualitative and quantitative, experimental and nonexperimental, positivist and interpretivist. | Case, study, principles, practices | https://books.google.es/books?hl=es&lr=&id=CbetAQAAQBAJ&oi=fnd&pg=PR9&dq=Case+study+research+:+principles+and+practices&ots=kcz0INO1vD&sig=jgG-54fhCWku7GyQMaoA_ZQZINk#v=onepage&q=Case%20study%20research%20%3A%20principles%20and%20practices&f=false |
| Social Innovation | Starks H. and Brown Trinidad S. | Choose your method: A comparison of phenomenology discourse analysis and grounded theory. | Qualitative Health Research | 2007 | The purpose of this article is to compare three qualitative approaches that can be used in health research: phenomenology, discourse analysis, and grounded theory. The authors include a model that summarizes similarities and differences among the approaches, with attention to their historical development, goals, methods, audience, and products. They then illustrate how these approaches differ by applying them to the same data set. The goal in phenomenology is to study how people make meaning of their lived experience; discourse analysis examines how language is used to accomplish personal, social, and political projects; and grounded theory develops explanatory theories of basic social processes studied in context. The authors argue that by familiarizing themselves with the origins and details of these approaches, researchers can make better matches between their research question(s) and the goals and products of the study. | qualitative methods, phenomenology, discourse analysis, grounded theory | https://journals.sagepub.com/doi/abs/10.1177/1049732307307031 |
| Social Innovation | Ansell C. and Gash A. | Collaborative governance in theory and practice | Journal of Public Administration Research and Theory | 2007 | Over the past few decades, a new form of governance has emerged to replace adversarial and managerial modes of policy making and implementation. Collaborative governance, as it has come to be known, brings public and private stakeholders together in collective forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a contingency model of collaborative governance. After reviewing 137 cases of collaborative governance across a range of policy sectors, we identify critical variables that will influence whether or not this mode of governance will produce successful collaboration. These variables include the prior history of conflict or cooperation, the incentives for stakeholders to participate, power and resources imbalances, leadership, and institutional design. We also identify a series of factors that are crucial within the collaborative process itself. These factors include face-to-face dialogue, trust building, and the development of commitment and shared understanding. We found that a virtuous cycle of collaboration tends to develop when collaborative forums focus on “small wins” that deepen trust, commitment, and shared understanding. The article concludes with a discussion of the implications of our contingency model for practitioners and for future research on collaborative governance. | collaborative governance, public-private stakeholders, meta analysis | http://marphli.pbworks.com/w/file/fetch/55667103/Collaborative_governance_theory.pdf |
| Public Sector Innovation | Rouse W.B. | Complex engineered, organizational and natural systems | Systems Engineering, vol. 10 pp. 260-271 | 2007 | This paper describes an effort to determine the rationale and content for a research agenda in complex systems. This effort included a workshop conducted with 50 thought leaders in complex engineered, organizational, and natural systems. The results of this workshop were subsequently presented to seven groups in academia and industry across the United States. In this way, additional comments, suggestions, and insights were gained from roughly 200 participants in these presentations. The objectives of these eight events were to understand the underlying issues that cause us to perceive a system to be complex, and formulate a set of fundamental research questions whose pursuit would advance abilities to address these issues. © 2007 Wiley Periodicals, Inc. Syst Eng: 260–271, 2007 | Complex engineered, organizational, natural systems | https://doi.org/10.1002/sys.20076 |
| Social Innovation | Klijn, E.H. and Skelcher, C. | Democracy and governance networks: compatible or not? | Public Administration | 2007 | This paper investigates the relationship between representative democracy and governance networks at a theoretical level. It does so by offering four conjectures and their implications for theory and practice. The incompatibility conjectures rests on the primacy of politics and sees governance networks as a threat. The complementarity conjecture presents governance networks as a means of enabling greater participation in the policy process and sensitivity in programme implementation. The transitional conjecture posits a wider evolution of governance forms towards network relationships. The instrumental conjecture views governance networks as a powerful means through which dominant interests can achieve their goals. Illustrative implications for theory and practice are identified, in relation to power in the policy process, the public interest, and the role of public managers. The heuristic potential of the conjectures is demonstrated through the identification of an outline research agenda. | networked governance, democracy, participation | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2007.00662.x |
| Public service value co creation | Ariely, D., Bracha, A., & Meier, S. | Doing good or doing well? Image motivation and monetary incentives in behaving prosocially | IZA Discussion Papers No. 2968 | 2007 | This paper experimentally examines image motivation--the desire to be liked and well regarded by others--as a driver in prosocial behavior (doing good), and asks whether extrinsic monetary incentives (doing well) have a detrimental effect on prosocial behavior due to crowding out of image motivation. Using the unique property of image motivation--its dependency on visibility--we show that image is indeed an important part of the motivation to behave prosocially, and that extrinsic incentives crowd out image motivation. Therefore, monetary incentives are more likely to be counterproductive for public prosocial activities than for private ones. | Image motivation, monetary incentives, prosocially | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1010620 |
| Social Innovation | Glückler J. | Economic geography and the evolution of networks | Journal of Economic Geography, 7 (5), p. 619-634 | 2007 | An evolutionary perspective on economic geography requires a dynamic understanding of change in networks. This article explores theories of network evolution for their use in geography and develops the conceptual framework of geographical network trajectories. It specifically assesses how tie selection constitutes the evolutionary process of retention and variation in network structure and how geography affects these mechanisms. Finally, a typology of regional network formations is used to discuss opportunities for innovation in and across regions. | networks, evolution, geography, framework, typology | https://academic.oup.com/joeg/article-abstract/7/5/619/1011206 |
| Social Innovation | O’Flynn, J. | From New Public Management to Public Value: framework change and managerial implications | The Australian Journal of Public Administration | 2007 | Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers. | public value, public services, New Public Management, theory and practice | https://onlinelibrary.wiley.com/doi/full/10.1111/j.1467-8500.2007.00545.x |
| Public service value co creation | O'Flynn, J | From New Public Management to Public Value: Paradigmatic Change and Managerial Implications | Australian Journal of Public Administration 66(3) | 2007 | Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers. | public value, public services, New Public Management, theory and practice | https://onlinelibrary.wiley.com/doi/full/10.1111/j.1467-8500.2007.00545.x |
| Public Sector Innovation | Campbell-Kelly M., Garcia-Swartz D.D. | From products to services: the software industry in the Internet era | Business History Review, vol. 81 pp. 735-764 | 2007 | This article reviews the changes to the established software industry caused by the rise of the Internet. Before the advent of the commercial Internet (in 1994, say), the industry consisted of three distinct sectors: vendors of mass-market software products for PCs; vendors of enterprise software products for business administration and corporate computing infrastructure; and computer services firms that performed business process outsourcing and systems integration. The three types of business evolved distinct corporate cultures and business practices that discouraged migration between sectors. Technology also kept the three sectors apart: computer-service firms invested in extensive private networks creating a barrier to entry for other firms, while enterprise and mass-market software vendors made products for distinct computing environments - powerful centralized mainframes versus low-powered PCs. | Products, services, software industry, internet era | https://dx.doi.org/10.2139/ssrn.984451 |
| Public service value co creation | Keast R., Brown K. and Mandell M. | Getting the right mix; unpacking integration meanings and strategies | International Public Management Journal, 10 (1): 9-33 | 2007 | Integration has emerged as having an increasingly significant role in public policy discourse and practice in many jurisdictions across the globe. In providing a different framework for establishing relationships between service providers and citizens and government, horizontal integration arrangements offer the prospect of delivering new ways of working and providing solutions to seemingly insolvable social problems. Ways of achieving horizontal integration have been variously described by linkage terms such as cooperation, coordination, and collaboration. These terms have been typically used interchangeably to describe the coming together of individuals to work in concerted effort to achieve common goals.We argue that each of these terms, expressed as the “3Cs,” are different and consequently achieve different objectives. This paper explores the use of the “3Cs” and examines the differences highlighted by practitioners in the human services arena to extend the understanding of constructs relating to integration mechanisms. It is contended that in focusing on the experiences of integration and unpacking the use and expectations of the related “3Cs,” public administrators and practitioners will gain an enhanced understanding of each of the processes of integration as a coherent framework. As a consequence, there will be improved ability to match appropriate integration mechanisms with contexts and strategies. | integration, 3 Cs, public services | https://www.tandfonline.com/doi/abs/10.1080/10967490601185716 |
| Social Innovation | Wagenaar, H. | Governance, complexity, and democratic participation: how citizens and public officials harness the complexities of neighbourhood decline | The American Review of Public Administration | 2007 | This article applies complexity theory to urban governance. It is argued that expert-based, hierarchical-instrumental policy making encounters insurmountable obstacles in modern liberal democracies. One of the root causes of this erosion of output legitimacy is the complexity of social systems. Complexity is defined as the density and dynamism of the interactions between the elements of a system. Complexity makes system outcomes unpredictable and hard to control and, for this reason, defies such well-known policy strategies as coordination from the center, model building, and reduction of the problem to a limited number of controllable variables. It is argued that participatory and deliberative models of governance are more effective in harnessing complexity because they increase interaction within systems and thereby system diversity and creativity. Using empirical data from research on citizen participation in disadvantaged neighborhoods in the Netherlands, the author shows (a) that neighborhoods can fruitfully be seen as complex social systems and (b) the different ways in which citizen participation is effective in harnessing this complexity. | participatory democracy, complexity theory, urban governance, policy theory | https://journals.sagepub.com/doi/10.1177/0275074006296208 |
| Public Sector Innovation | NESTA. | Hidden Innovation: How innovation happens in six ‘low innovation sectors | London: NESTA | 2007 | This report examines how innovation happens in six ‘low innovation’ sectors, and what this means for government policy. | Hidden innovation, innovation sectors | https://www.nesta.org.uk/report/hidden-innovation/ |
| Living Labs | Bartel, A., C. Ichniowski & K. Shaw. | How Does Information Technology Affect Productivity? Plant-Level Comparisons of Product Innovation, Process Improvement, and Worker Skills | The Quarterly Journal of Economics, 122(4): 1721-58 | 2007 | This study presents new empirical evidence on the relationship between investments in new computer-based information technology (IT) and productivity by investigating several plant-level mechanisms through which IT could promote productivity growth. We have assembled a data set on plants with a common production technology in a narrowly defined industry - valve manufacturing - to study the effects of new IT on product innovation, production process improvements, employee skills and work practices. The homogeneity of the plants' production processes within this narrowly defined industry together with the estimation of longitudinal models eliminate many sources of unmeasured heterogeneity that could confound productivity comparisons in more aggregate data and in broader samples. The three main results of this study highlight how the adoption of new IT-enhanced machinery involves much more than just the installation of new equipment on the factory floor. We find that adoption of new IT-enhanced equipment (1)alters business strategies, moving valve manufacturers away from commodity production based on long production runs to customized production in smaller batches; (2)improves the efficiency of all stages of the production process with reductions in setup times supporting the change in business strategy and (3)increases the skill requirements of workers while promoting the adoption of new human resource practices. | Information technology, productivity, plant-level, product innovation, process Improvement, worker skills | https://www.jstor.org/stable/25098887 |
| Social Innovation | Greenaway, J., Salter, B. and Hart, S. | How policy networks can damage democratic health: a case study in the government of governance | Public Administration | 2007 | This article examines a detailed case study of implementation networks in England using the example of the relocation of the Norfolk and Norwich hospital, which became a flagship PFI project for the Labour government after 1997. The case study illustrates the workings of the new order of multi‐layered governance with both local and national networks from different policy areas interacting. However, it also sheds light on the governance debate and illustrates how in the world of new public management, powerful actors, or policy entrepreneurs, with their own agenda, still have the facility, by exercising power and authority, to shape and determine the policy outputs through implementation networks. It is argued that, whereas policy networks are normally portrayed as enriching and promoting pluralist democratic processes, implementation networks in multi‐layered government can also undermine democratic accountability. Four aspects here are pertinent: (1) the degree of central government power; (2) local elite domination; (3) the fragmentation of responsibility; and (4) the dynamics of decision making which facilitates the work of policy entrepreneurs. All these factors illustrate the importance of ‘the government of governance’ in the British state. | implementation networks, multi-layered governance, New Public Management | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2007.00661.x |
| Service Design | G.C. Kane and M. Alavi. | Information technology and organizational learning: an investigation of exploration and exploitation processes | Or- ganization Science, 18:796–812 | 2007 | This study investigates the effects of information technology (IT) on exploration and exploitation in organizational learning (OL). We use qualitative evidence from previously published case studies of a single organization to extend an earlier computational model of organizational learning (March 1991) by introducing IT-enabled learning mechanisms: communication technology (e-mail), knowledge repositories of best practices, and groupware. We find that each of these IT-enabled learning mechanisms enable capabilities that have a distinct effect on the exploration and exploitation learning dynamics in the organization. We also find that this effect is dependent on organizational and environmental conditions, as well as on the interaction effects between the various mechanisms when used in combination with one another. We explore the implications of our results for the use of IT to support organizational learning. | Information technology, organizational learning | DOI:10.1287/orsc.1070.0286 |
| Social Innovation | Hamdouch A. | Innovation clusters and networks: a critical review of the recent literature | 19th EAEPE Conference, Universidade do Porto | 2007 | The academic interest in innovation clusters and networks has given rise to a vast stream of works in recent years. Besides defining the notions of clusters and innovation clusters or networks, a core topic within the literature relates to the analysis of the logics underlying the emergence, the structuring and the evolution of innovative activities within various geographic areas. But despite the large amount of efforts deployed, there are no consensual views amongst academics on various conceptual and analytical key issues, especially as regarding the spatial/geographical boundaries of an innovation cluster and the nature and intensity of the actors interaction that characterize it. The whole picture is also blurred as a persistent “disciplinary segregation ” prevent from integrating the most valuable and converging insights that could be drawn from various yet complementary social sciences perspectives. The paper offers a critical survey of the most visible pieces of the literature and suggests some possible pathways for a better analytical grounding of clustering and networking phenomena within innovative or creative fields. | Innovation networks,clusters, literature | https://poles2c.files.wordpress.com/2008/09/hamdouchclusters19th-eaepe-conferencerevised.pdf |
| Public Sector Innovation | Djellal F., Gallouj F. | Innovation in hospitals: a survey of the literature | The European Journal of Health Economics, 8 (3), p. 181-193 | 2007 | The literature on innovation in hospitals is relatively extensive and varied. The purpose of this article is to conduct a critical survey, and in particular to highlight the functional and occupational bias that characterises it, whereby the sole object of innovation is medical care, and that innovation is essentially the work of doctors. In order to achieve this objective, four different (complementary or competing) concepts of the hospital are considered. In the first, the hospital is seen in terms of its production function, in the second, as a set of technical capacities, in the third, as an information system, and in the fourth, as a service provider and a hub in a wider system of healthcare. In the latter approach, hospitals are regarded as combinative providers of diverse and dynamic services, able to go beyond their own institutional boundaries by becoming part of larger networks of healthcare provision, which are themselves diverse and dynamic. This approach makes it possible to extend the model of hospital innovation to incorporate new forms of innovation and new actors in the innovation process, in accordance with the Schumpeterian tradition of openness. | Innovation hospitals, literature | DOI:10.1007/s10198-006-0016-3 |
| Social Innovation | Djellal F. and Gallouj F. | Innovation in hospitals: a survey of the literature | The European Journal of Health Economics | 2007 | The literature on innovation in hospitals is relatively extensive and varied. The purpose of this article is to conduct a critical survey, and in particular to highlight the functional and occupational bias that characterises it, whereby the sole object of innovation is medical care, and that innovation is essentially the work of doctors. In order to achieve this objective, four different (complementary or competing) concepts of the hospital are considered. In the first, the hospital is seen in terms of its production function, in the second, as a set of technical capacities, in the third, as an information system, and in the fourth, as a service provider and a hub in a wider system of healthcare. In the latter approach, hospitals are regarded as combinative providers of diverse and dynamic services, able to go beyond their own institutional boundaries by becoming part of larger networks of healthcare provision, which are themselves diverse and dynamic. This approach makes it possible to extend the model of hospital innovation to incorporate new forms of innovation and new actors in the innovation process, in accordance with the Schumpeterian tradition of openness. | innovation, hospitals, survey | DOI:10.1007/s10198-006-0016-3 |
| Social Innovation | Djellal, F., and F. Gallouj. | Innovation in hospitals: a survey of the literature | The European Journal of Health Economics 8 (3): 181-193 | 2007 | The literature on innovation in hospitals is relatively extensive and varied. The purpose of this article is to conduct a critical survey, and in particular to highlight the functional and occupational bias that characterises it, whereby the sole object of innovation is medical care, and that innovation is essentially the work of doctors. In order to achieve this objective, four different (complementary or competing) concepts of the hospital are considered. In the first, the hospital is seen in terms of its production function, in the second, as a set of technical capacities, in the third, as an information system, and in the fourth, as a service provider and a hub in a wider system of healthcare. In the latter approach, hospitals are regarded as combinative providers of diverse and dynamic services, able to go beyond their own institutional boundaries by becoming part of larger networks of healthcare provision, which are themselves diverse and dynamic. This approach makes it possible to extend the model of hospital innovation to incorporate new forms of innovation and new actors in the innovation process, in accordance with the Schumpeterian tradition of openness. | Innovation, hospitals, literature | DOI:10.1007/s10198-006-0016-3 |
| Public Sector Innovation | Toivonen M., Tuominen T., Brax S. | Innovation process interlinked with the process of service delivery: a management challenge in KIBS | Economies et Sociétés, série EGS, n°8/3/2007, p. 355-384 | 2007 | This paper studies the nature of innovation processes in service firms, particularly in knowledge-intensive business services (KIBS). Our approach is both theoretical and empirical. We examine the different models developed for the analysis of service innovation and aim to clarify the concept of service innovation. The models which we consider are the stage-gate model, the model of the Nordic school of service marketing, and the service innovation model of the Lille school. We conclude that each of these models makes some important contribution to the understanding of the innovation processes in services. We also apply these models in an empirical case study where eleven individual innovation processes in four KIBS companies have been analysed in detail. We could identify three types of innovation processes in these cases: the model of a separate planning stage, the model of rapid application (simultaneous planning and production) and the model of a posteriori recognition of innovation. The model of rapid application was the most typical, i.e. the innovation process proceeded hand in hand with the actual service delivery. | innovation, services, KIBS, stage-gate model, Nordic school model, service innovation model | https://s3.amazonaws.com/academia.edu.documents/42861265/Innovation_process_interlinked_with_the_20160219-16344-150rvdl.pdf?response-content-disposition=inline%3B%20filename%3DInnovation_process_interlinked_with_the.pdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAIWOWYYGZ2Y53UL3A%2F20190930%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Date=20190930T043322Z&X-Amz-Expires=3600&X-Amz-SignedHeaders=host&X-Amz-Signature=aa29b8956be399bcfe24e7318d7cdc8a43ec9550f41ad11fca79b21e04c0f8f1 |
| Digital Transformation | Anton, S., McKee, S., Harrison, S. and Farrar, S. | Involving the public in NHS service planning | Journal of Health Organisation Management | 2007 | Purpose: The purpose of this paper is to report the findings of a study that examined the development of an assessment framework for public involvement. Design/methodology/approach: The paper has adopted a multi‐method approach that includes: a focused review of literature relating to tools that might be used to provide valid and reliable assessments of public involvement; key informant interviews with people with experience from various perspectives of efforts to involve the public in the planning and development of health services; and a detailed study of a specific public involvement initiative involving a range of “stakeholder” interviews. Findings: The paper finds that there are uncertainty and a lack of consensus about how assessment of public involvement should be undertaken. The findings emphasise the need to recognise the diverse nature of public involvement, which may require assessment to be employed flexibly at each individual NHS Board level. Research limitations/implications: The paper is a small‐scale study, in which it was only possible to probe a limited number of stakeholders' views due to practical and time restrictions. Originality/value: The paper adds value to the discussions taking place at Scottish Government level as to the best approach in assessing public involvement in health service decision making. | Scotland, National Health Service, national standards | https://www.emerald.com/insight/content/doi/10.1108/14777260710778989/full/html |
| Social Innovation | Dooley, L. and D. O’Sullivan. | Managing within distributed innovation networks | International Journal of Innovation Management 11(3): 397-416 | 2007 | Business competitiveness and sustainability depends on the effective management of innovation. To be effective, innovation needs to take place within every area of an organisation and by association within organisational networks that include key suppliers, customers and other strategic partners. Distributed innovation management is the process of managing innovation both within and across networks of organisations that have come together to co-design, co-produce and co-service the needs of customers. As innovation collaboration spreads outside the reporting structures of any one organisation, its management faces new challenges that must be addressed if collaboration is to be successful. This paper presents a discussion on the relational capabilities that need to be nurtured if distributed innovation management is to occur. It introduces an integrated framework and tools to support innovation from the individual employees to the distributed network level. Finally, it presents a case study of distributed innovation between a consortium of six organisations within the biotechnology area. | Innovation networks | https://doi.org/10.1142/S1363919607001801 |
| Social Innovation | Agranoff R. | Managing within Networks: Adding Value to Public Organizations | Washington, DC: Georgetown University Press. | 2007 | The real work of many governments is done not in stately domed capitols but by a network of federal and state officials working with local governments and nongovernmental organizations to address issues that cross governmental boundaries. Managing within Networks analyzes the structure, operations, and achievements of these public management networks that are trying to solve intractable problems at the field level. It examines such areas as transportation, economic and rural development, communications systems and data management, water conservation, wastewater management, watershed conservation, and services for persons with developmental disabilities. Robert Agranoff draws a number of innovative conclusions about what these networks do and how they do it from data compiled on fourteen public management networks in Indiana, Iowa, Kentucky, Nebraska, and Ohio. Agranoff identifies four different types of networks based on their purposes and observes the differences between network management and traditional management structures and leadership. He notes how knowledge is managed and value added within intergovernmental networks. This volume is useful for students, scholars, and practitioners of public management. | public management networks, public services | https://www.amazon.com/Managing-within-Networks-Organizations-Management/dp/1589011546 |
| Social Innovation | Bochel, C., Bochel, H., Somerville, P. and Worley, C. | Marginalised or enabled voices? User participation in policy and practice | Social Policy and Society | 2007 | The idea of participation has been central to many policy developments in recent years. Both Conservative and Labour governments have used notions of participation and involvement in attempts to justify and implement their social policies. Yet, despite a plethora of initiatives and guidance around ‘participation’ emerging from all levels of government, and a substantial academic literature, there remains a major, and potentially damaging, lack of clarity over many aspects of participation, while the secret of achieving ‘real’ participation appears to continue to remain elusive. | participation, involvement, policy | https://www.cambridge.org/core/journals/social-policy-and-society/article/marginalised-or-enabled-voices-user-participation-in-policy-and-practice/350F5E2A2BB7AEF36C23BAF62733DBE9 |
| Social Innovation | Aguado Díaz, A. L., Alcedo Rodríguez, M. Á., Arias Martínez, B., & Rueda Ruiz, M. B. | Necesidades de las personas con discapacidad intelectual en proceso de envejecimiento | Bilbao | 2007 | Necesidades, personas, discapacidad intelectual, proceso de envejecimiento | https://doi.org/84-7752-425-4 | |
| Service Design | Dryzek, J.S. | Networks and democratic ideals: equality, freedom and communication | In 'Theories of Democratic Network Governance', Palgrave MacMillan: London | 2007 | Democratic theory has historically proceeded under the assumption that the proper — and perhaps exclusive — locus of political authority is the sovereign state claiming exclusive political authority over a defined territory and population. A well-defined demos can therefore accompany the sovereign state, with a claim to popular control over policy decisions that is fairly straightforward — at least in theory, if rarely in practice. The democratic ideal of political equality can then be defined in terms of the equal capacity of all citizens in the demos to exercise control over policy decisions. Additionally, state democracy in practice is almost always liberal democracy. And liberal democratic theorists can specify a number of rights — freedom of thought, expression, association, and assembly, more controversially rights to private property and subsistence — necessary to make such a system work.2 Public authority so constructed constitutes a relatively neat package. Those wedded to such a picture greet any departure with horror. So for example Lowi (1999) condemns the cooperative environmental governance applauded by Sabel et al. (1999) as an abdication of public authority that allows stakeholders to generate outcomes that suit themselves — but at the expense of a public interest properly defined at the highest levels of state government. | deliberative democracy, sovereign state, soft power, governance network, democratic theory | https://link.springer.com/chapter/10.1057/9780230625006_16 |
| Service Design | Christensen, T., Lægreid, P., Roness, P. G., & Røvik, K. A. | Organization theory and the public sector : instrument, culture and myth | London: Routledge | 2007 | Organization, theory, public sector, instrument, culture, myth | https://doi.org/10.1111/j.1467-9299.2008.01746_10.x | |
| Digital Transformation | Manning, N. | Patterns of Environmental Movements in Eastern Europe | Envir- onmental Politics 7(2), 100–33 | 2007 | Environmental movements played an important part in the transitions of 1989/1991. They grew steadily in the early 1980s, and rapidly by the late 1980s. Now they have shrunk considerably. They fed on a legacy of environmental damage, but the pattern of their growth across different countries has varied. There have been notable turning points: ‘phosphorite wars’ in Estonia; Baikal and Chernobyl in Russia; the Danube dam in Hungary. Yet the relative involvement of the public, scientists, and intellectuals has also varied. Evidence from a 1993 survey in these countries shows that the capacity and opportunity to organise movements is more important than the actual level of environmental damage in explaining these patterns. | Patterns, environmental movements | https://doi.org/10.1080/09644019808414395 |
| Social Innovation | Flynn, N. | Public Sector Management | London: Sage publications | 2007 | Public sector management | ||
| Public service value co creation | Bozeman, B | Public values and public interest: Counterbalancing economic individualism | Washington: Georgetown University Press | 2007 | Drawing on the concepts of the common good advocated by Aristotle, Saint Thomas Aquinas, John Locke, and John Dewey, Public Values and Public Interest offers a direct theoretical challenge to the "utility of economic individualism," the prevailing political theory in the western world. In constructing the case for adopting a new governmental paradigm based on what he terms "managing publicness," Bozeman demonstrates why economic indices alone fail to adequately value social choice in many cases. He explores the broad implications of privatization of a wide array of governmental services - among them Social Security, defense, prisons, and water supplies. | public interest- economic aspects, common good- economic aspects, public administration | https://catalogue.nla.gov.au/Record/4279315 |
| Social Innovation | Jorgensen, T.B. and Bozeman, B. | Public values: an inventory | Administration and Society | 2007 | Exploring boundaries and meanings of public value, the authors seek to identify some of the impediments to progress in the study of public values. The study of publicvalues is often hamstrung by more general problems in the study of values. The authors begin by identifying analytical problems in the study of values and public values. Then they take stock of the public values universe. To identify public value concepts, relevant literature is reviewed and interpreted. Finally, the analytical questions posed in the first section are addressed, focusing specifically on issues related to the hierarchy, causality, and proximity of public values. | public values, values hierarchy, proximity of values, values causality | https://journals.sagepub.com/doi/abs/10.1177/0095399707300703 |
| Public service value co creation | Bourgon, J | Responsive, responsible and respected government: towards a New Public Administration theory | International review of administrative sciences | 2007 | This text aims to explore the rich tapestry of contemporary public administration, from a practitioner’s perspective. Following the threads of academic theory and practical experience, it offers some of my ‘best guesses’ in relation to emerging trends and characteristics that will define innovative patterns and textures in this dynamic field. I want to speak primarily of the need for a ‘New Public Administration’ theory, recognizing that to label anything ‘new’ is risky business. Those who embrace new ideas sometimes tend to regard earlier ways of thinking as old and outdated. In contrast, others are deeply wedded to long-held views and argue that there is nothing new. I would offer a hypothesis that seeks to avoid both of these extremes. I suspect that everything that follows in this text already exists to varying degrees in public administrations around the world. In addition, I would remind readers that the factors I describe are relevant only to the tiny portion of the globe in which liberal democracy exists. Thus, I believe the ‘newness’ of a New Public Administration theory (if indeed newness exists) will not be found in new ideas, but rather ‘in the way the fabric is woven, not necessarily in the threads that are used’. | public administration theory, New Public Management, practitioners | https://journals.sagepub.com/doi/abs/10.1177/0020852307075686 |
| Digital Transformation | Den Digitale Taskforce. | Strategi for digitalisering af den offentlige sektor 2007-2010 – Mod bedre digital service, øget effek- tivisering og stærkere samarbejde | 2007 | Strategi, digitalisering, offentlige sektor, digital service | https://digst.dk/media/12701/digitaliseringsstrategi-2007-2010.pdf | ||
| Public service value co creation | Newman, J. | The ‘double dynamics’ of activation: institutions, citizens and the remaking of welfare governance | International Journal of Sociology and Social Policy | 2007 | Purpose – This paper aims to explore activation policy as a condensate for new forms of governance in respect of welfare institutions and in relation to welfare subjects. It asks how far apparently similar concepts – contractualisation, individuation, personalisation – can be applied to the governance of institutions and the governance of persons. Design/methodology/approach – The paper draws on a model of different governance regimes to trace different dynamics at stake in the shift to activation policy. Findings – Tensions in the dynamics of the transformation of welfare governance around notions of activation are highlighted. It is also argued that different reconfigurations of power are at stake in the governance of institutions and the governance of persons. Finally tensions between notions of active, activist and activation conceptions of citizenship are traced. Research limitations/implications – The paper challenges a govermentality perspective in which managerial discourses are assumed to have similar consequences for institutions and for persons, so drawing attention to the importance of context. Practical implications – Limited value Originality/value – This paper makes an original contribution to the field by tracing a number of different dynamics at stake in activation policy rather than assuming a coherent shift from earlier forms of welfare regime. | activation policy, transformation, power | https://www.researchgate.net/publication/42798878_The_'double_dynamics'_of_activation_Institutions_citizens_and_the_remaking_of_welfare_governance |
| Service Design | Kalvet, T. | The Estonian information society developments since the 1990s. | PRAXIS Working Paper29 | 2007 | The current article describes achievements in key fields and discusses the main factors that have made such developments possible. It asserts that the major factors that have affected as well as contributed to the evolution of information society in Estonia include the economic factors, active role of the public sector, technological competency, and socio-cultural factors. It is argued that telecommunications and banking sectors are the cornerstones of Estonian information society developments; they are also behind major initiatives dedicated to computer training and awareness raising. Activities of the public sector have been also crucial in providing favourable legislative environment, but also in launching infrastructural projects and in implementing innovative e-services. Public sector developments have been strongly influenced by some non-governmental organisations. ICT skills and R&D competencies, a lot of which is Soviet inheritance, have been also crucial. | NETIS, information society, Estonia, public sector, technological competency, e-services | http://praxis.ee/wp-content/uploads/2014/03/2007-Estonian-information-society-developments.pdf |
| Public Sector Innovation | Nieto, M.J. and L., Santamarina. | The importance of diverse collaborative networks for the novelty of product innovation | Technovation 27 (6): 367-377 | 2007 | Competition today is driving firms to introduce products with a higher degree of novelty. Consequently, there is a growing need to understand the critical success factors behind more novel product innovations. This paper theoretically and empirically analyzes the role of different types of collaborative networks in achieving product innovations and their degree of novelty. Using data from a longitudinal sample of Spanish manufacturing firms, our results show that technological collaborative networks are of crucial importance in achieving a higher degree of novelty in product innovation. Continuity of collaboration and the composition of the collaborative network are highly significant dimensions. Collaboration with suppliers, clients and research organizations—in this order—have a positive impact on the novelty of innovation, while collaboration with competitors has a negative impact. The greatest positive impact on the degree of innovation novelty comes from collaborative networks comprising different types of partners. | Collaborative networks, product innovation | https://doi.org/10.1016/j.technovation.2006.10.001 |
| Public Sector Innovation | Sundbo, J., Orfila-Sintes and F. Sørensen. | The innovative behaviour of tourism firms-Comparative studies of Denmark and Spain | Research Policy 36 (1): 88-106 | 2007 | Tourism firms operate in a competitive sector where innovating is often a condition for survival. This article presents a theoretical framework for understanding tourist firms’ innovative behaviour and innovation systems in tourism. The innovativeness of tourism firms and its determinants are investigated by analysing quantitative as well as qualitative data comparing Spain and Denmark. A taxonomy of tourism firms is suggested and the firms’ characteristics which influence their innovativeness are presented. Additionally, the role of innovation networks is discussed, as is the role of innovation systems. The article suggests that large size, professionalism, but also entrepreneurship among small tourism firms are important determinants of innovation. Varied innovation networks are another determinant as are supportive innovation systems. These determinants favour Spanish firms, which are more innovative than Danish ones. In the final section, policy recommendations are presented. | Innovative behaviour, tourism firms | https://doi.org/10.1016/j.respol.2006.08.004 |
| Digital Transformation | Rhodes, R.A.W. and Wanna, J. | The limits to Public Value, or rescuing responsible government from the Platonic Guardians | The Australian Journal of Public Administration | 2007 | In various guises, public value has become extraordinarily popular in recent years. We challenge the relevance and usefulness of the approach in Westminster systems with their dominant hierarchies of control, strong roles for ministers, and tight authorising regimes underpinned by disciplined two‐party systems. We start by spelling out the core assumptions behind the public value approach. We identify two key confusions; about public value as theory, and in defining ‘public managers’. We identify five linked core assumptions in public value: the benign view of large‐scale organisations; the primacy of management; the relevance of private sector experience; the downgrading of party politics; and public servants as Platonic guardians. We then focus on the last two assumptions because they are the least applicable in Westminster systems. We defend the ‘primacy of party politics’ and we criticise the notion that public managers should play the role of Platonic guardians deciding the public interest. The final section of the article presents a ‘ladder of public value’ by which to gauge the utility of the approach for public managers in Westminster systems. | bureaucracy, public value, public interest, public management, westminister | https://www.academia.edu/17972745/The_Limits_to_Public_Value_or_Rescuing_Responsible_Government_from_the_Platonic_Guardians |
| Public service value co creation | Rhodes, R, A, W | The Limits to Public Value, or Rescuing Responsible Government from the Platonic Guardians | Australian Journal of Public Administration | 2007 | In various guises, public value has become extraordinarily popular in recent years. We challenge the relevance and usefulness of the approach in Westminster systems with their dominant hierarchies of control, strong roles for ministers, and tight authorising regimes underpinned by disciplined two-party systems. We start by spelling out the core assumptions behind the public value approach. We identify two key confusions; about public value as theory, and in defining ‘public managers’. We identify five linked core assumptions in public value: the benign view of large-scale organisations; the primacy of management; the relevance of private sector experience; the downgrading of party politics; and public servants as Platonic guardians. We then focus on the last two assumptions because they are the least applicable in Westminster systems. We defend the ‘primacy of party politics’ and we criticise the notion that public managers should play the role of Platonic guardians deciding the public interest. The final section of the article presents a ‘ladder of public value’ by which to gauge the utility of the approach for public managers in Westminster systems. | Limits, public value, responsible government | https://doi.org/10.1111/j.1467-8500.2007.00553.x |
| Digital Transformation | Lesk, M. | The New Front Line: Estonia under Cyberassault | IEEE Security & Privacy 5(4), 76–9 | 2007 | Estonia, although small is a remarkably Web-dependent country, with widespread Internet access, digital identity cards, an 80-percent usage rate for online banking, electronic tax collection, and remote medical monitoring. The DDoS attacks began on the foreign minister's Web site, but spread to all government institutions and key businesses, such as banks. On balance, the Estonian cyberwar ought to be a wake up call. Producing so much disruption for so little money has to be attractive to many groups. We know that people with evil intentions watched what happened; we can only hope that people with good intentions watched as well | Front line, cyberassault | https://doi.org/10.1109/MSP.2007.98 |
| Public Sector Innovation | Smedlund, A. and M. Toivonen. | The role of KIBS in the IC development of regional clusters | Journal of Intellectual Capital 8 (1): 159-170 | 2007 | The paper seeks to introduce the concept of knowledge‐intensive business services (KIBS) in the context of regional networks and to analyze the roles of KIBS in regional development, especially from the viewpoint of regional intellectual capital. | KIBS, IC development, regional clusters | https://doi.org/10.1108/14691930710715114 |
| Digital Transformation | Vandenabeele, W. | Toward a public administration theory of public service motivation: An institutional approach | Public Management Review, 9, 545-556 | 2007 | Public service motivation (PSM) is a prominent concept within current Public Administration, as it refers to the drive for public interested and altruistic behaviour. Although substantial empirical research on its nature and its impact is available, little is known on the origins of PSM. Led by cues provided by previous empirical research, this article seeks to develop a general theory of PSM, encompassing both causes and consequences of PSM. Based on an interdisciplinary approach, elements of institutional theory and motivational psychology are fused together, blending into an operational theory of PSM. | Public administration theory, public service motivation | https://doi.org/10.1080/14719030701726697 |
| Living Labs | Clark, J. | Unsettled connections: citizens, consumers and the reform of public services | Journal of Consumer Culture | 2007 | This article explores some of the conditions and consequences of the centrality of the figure of the consumer in recent public service reform in the UK. New Labour's view of the modern world as being defined in part by the rise of a consumer culture or consumer society locates the figure of the consumer at the heart of its programme of public service reform in the decade from 1997. Drawing on a recent study of public services, the article considers the impact of this consumerist model of reform on the relationships between public service organizations and their publics, drawing out three particular sites of strain that mark the shifting relationships between the public and services. These are the tensions between rights, resources and rationing; the links and disjunctures between choice and voice; and the tangled formations of knowledge and power. | choice/voice, knowledge/power, power, rationing, resources, rights | https://journals.sagepub.com/doi/10.1177/1469540507077671 |
| Public Sector Innovation | Clarke, J | Unsettled connections: Citizens, consumers and the reform of public services | Journal of Consumer Culture | 2007 | This article explores some of the conditions and consequences of the centrality of the figure of the consumer in recent public service reform in the UK. New Labour's view of the modern world as being defined in part by the rise of a consumer culture or consumer society locates the figure of the consumer at the heart of its programme of public service reform in the decade from 1997. Drawing on a recent study of public services, the article considers the impact of this consumerist model of reform on the relationships between public service organizations and their publics, drawing out three particular sites of strain that mark the shifting relationships between the public and services. These are the tensions between rights, resources and rationing; the links and disjunctures between choice and voice; and the tangled formations of knowledge and power. | Citizens, consumers, public services | https://doi.org/10.1177/1469540507077671 |
| Social Innovation | Phlippen S. van der Knaap B. | When clusters become networks | Tinbergen Institute Discussion Papers, n°TI 2007-100/3. | 2007 | Policy makers spend large amounts of public resources on the foundation of science parks and other forms of geographically clustered business activities, in order to stimulate regional innovation. Underlying the relation between clusters and innovation is the assumption that co-located firms engaged in innovative activities benefit from knowledge that diffuses locally. In order to access this knowledge, firms are often required to form more- or less formal relations with co-located firms. Empirical evidence shows however that besides some success cases like Silicon Valley and the Emilia-Romagna region where firms collaborate intensively, many regional clusters are mere co-locations of firms. To enhance our understanding of why some clusters become networks of strategic collaboration and others don't, we study link formation within European biopharmaceutical clusters. More specifically we look at the effect of cluster characteristics such as number of start-up firms, established firms or academic institutions, or the nature of the collaborations on the probability of local link formation. | regional clusters, networks, local & global linkages, pharmaceutical industry | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1082689 |
| Service Design | Orlikowski, W. J., & Scott, S. V. | 10 sociomateriality: challenging the separation of technology, work and organization | The academy of management annals, 2(1), 433-474 | 2008 | We begin by juxtaposing the pervasive presence of technology in organizational work with its absence from the organization studies literature. Our analysis of four leading journals in the field confirms that over 95% of the articles published in top management research outlets do not take into account the role of technology in organizational life. We then examine the research that has been done on technology, and categorize this literature into two research streams according to their view of technology: discrete entities or mutually dependent ensembles. For each stream, we discuss three existing reviews spanning the last three decades of scholarship to highlight that while there have been many studies and approaches to studying organizational interactions and implications of technology, empirical research has produced mixed and often‐conflicting results. Going forward, we suggest that further work is needed to theorize the fusion of technology and work in organizations, and that additional perspectives are needed to add to the palette of concepts in use. To this end, we identify a promising emerging genre of research that we refer to under the umbrella term: sociomateriality. Research framed according to the tenets of a sociomaterial approach challenges the deeply taken‐for‐granted assumption that technology, work, and organizations should be conceptualized separately, and advances the view that there is an inherent inseparability between the technical and the social. We discuss the intellectual motivation for proposing a sociomaterial research approach and point to some common themes evident in recent studies. We conclude by suggesting that a reconsideration of conventional views of technology may help us more effectively study and understand the multiple, emergent, and dynamic sociomaterial configurations that constitute contemporary organizational practices. | Sociomateriality, technology, work, organization | https://journals.aom.org/doi/abs/10.5465/19416520802211644 |
| Service Design | Evenson, S. | A Designer’s View of SSME | In B. Hefley & W. Murphy (Eds.), Service Science, Management and Engineering: Education for the 21st Century (pp. 25–30). New York: Springer. | 2008 | A designer's view of the interplay, challenges and opportunities for innovation and research across disciplines is presented. A case is made for the inclusion of design as a discipline that can forge and leverage the required lateral linkages across multiple communities. Examples of some of the opportunities and challenges that arise at the intersection of the disciplines are described. | Service Innovation Multiple Community Business Ecosystem Market Science Institute Service Design Network | https://link.springer.com/chapter/10.1007/978-0-387-76578-5_4 |
| Public service value co creation | Windrum P. and Garçia- Goñi M. | A neo-Schumpeterian model of health services innovation | Research Policy, 37 (4), 649-672 | 2008 | The paper presents and empirically applies a neo-Schumpeterian model of innovation capable of studying interactions between service providers, patients and policy makers, and how these complex interactions determine the timing, direction, and success of innovations in the public sector. The model is tested using a case study that traces the introduction and development of ambulatory surgery in a Spanish hospital. The multi-agent model applies the ideas of Schumpeter to services, encompassing Schumpeter's five types of innovation, and re-introducing the policy-maker as a key agent in the innovation process. The model has a number of advantages over previous, reduced form models. First, it can analyse the interactions between the economic, social and political spheres that make up the complex selection environment of innovations. Second, it captures the recursive impact of radical innovations on agents’ competences and preferences, and their relative power. This brings politics, power, and rhetorical persuasion to the fore. Third, it provides an improved set of definitions for radical and incremental innovation. These are not only important for understanding the sources and drivers of innovation, but also for the accurate measurement of innovation. | health services, public sector innovation, Lancaster characteristics | https://www.sciencedirect.com/science/article/abs/pii/S004873330800019X |
| Social Innovation | Andreas, K. and S. Harald. | Absorptive capacity and innovation in the knowledge intensive business sector | Economics of Innovation and New technology 17(6): 511- 531 | 2008 | Absorptive capacity and innovation in the knowledge intensive business sector | Absorptive capacity, innovation, knowledge intensive business sector | https://doi.org/10.1080/10438590701222987 |
| Social Innovation | Hulgård, L., Bisballe, L., Andersen, L. L. and Spear, R. | Alternativ beskæftigelse og integration af socialt udsatte grupper - erfaringer fra Danmark og Europa | Roskilde: CSE, RUC | 2008 | Alternativ beskæftigelse, integration af socialt udsatte grupper | https://www.udsatte.dk/dyn/resources/Publication/file/9/29/1296810690/alternativ-beskaeftigelse-og-integration-af-socialt-udsatte-grupper.pdf | |
| Digital Transformation | Heikkinen M.T and J. Still. | Benefits and challenges of new mobile service development in R-D network | Personal and Ubiquitous Computing 12(1): 85-94 | 2008 | The competitive environment of organizations has changed remarkably in line with rapid technological development and globalization of markets. This has lead to a situation where the amount of resources and knowledge needed in the development of new offerings has become overwhelming for a single organization. Consequently, nowadays organizations—both commercial and non-commercial—are performing research and development activities in networks consisting of multiple types of actors. This is also the case in industries developing new services for consumers’ mobile handhelds. This paper introduces a network view to new mobile service development and argues that a thorough understanding of acting in the network environment is a pre-requisite for successful mobile service creation. This viewpoint is emphasized in an information-rich case study, which describes the formation and operations of a network, which created a new mobile service for a sports team. | Benefits, challenges, mobile service development | https://www.telefonica.com/documents/341171/3051513/New+Approach+to+Rural+Connectivity.pdf/ac83ffd3-8686-c4c6-7dd0-74027e566d5c |
| Service Design | Holmlid, S., & Evenson, S. | Bringing service design to service sciences, management and engineering | In B. Hefley & W. Murphy (Eds.), Service science, management and engineering education for the 21st century (pp. 341-345). Boston, MA: Springer | 2008 | Service design is defined as applying design methods and principles to the design of services. Service design is complimentary to conventional service development approaches and as such should become a contributor to Services Sciences, Management and Engineering (SSME). Two examples of the unique contribution of methods that Service Design offers are described. | Service design, service sciences, management, engineering | DOI:10.1007/978-0-387-76578-5_50 |
| Service Design | Holmlid, S., & Evenson, S. | Chapter: Bringing Service Design to Service Sciences, Management and Engineering. | Book: Service Science, Management and Engineering Education for the 21st Century. Eds: B. Hefley & W. Murphy. Boston, MA: Springer | 2008 | Service design is defined as applying design methods and principles to the design of services. Service design is complimentary to conventional service development approaches and as such should become a contributor to Services Sciences, Management and Engineering (SSME). Two examples of the unique contribution of methods that Service Design offers are described | Service Development, Interaction Design, Service Innovation, Service Experience, Service Concept | https://link.springer.com/chapter/10.1007/978-0-387-76578-5_50 |
| Service Design | Sanders, E. B. N., & Stappers, P. J. | Co-creation and the new landscapes of design | CoDesign: International Journal of CoCreation in Design and the Arts, 4(1), 5-18 | 2008 | Designers have been moving increasingly closer to the future users of what they design and the next new thing in the changing landscape of design research has become co-designing with your users. But co-designing is actually not new at all, having taken distinctly different paths in the US and in Europe. The evolution in design research from a user-centred approach to co-designing is changing the roles of the designer, the researcher and the person formerly known as the ‘user’. The implications of this shift for the education of designers and researchers are enormous. The evolution in design research from a user-centred approach to co-designing is changing the landscape of design practice as well, creating new domains of collective creativity. It is hoped that this evolution will support a transformation toward more sustainable ways of living in the future. | participatory design, design research, co-design, co-creation, collective creativity, user-centred design | https://www.tandfonline.com/doi/full/10.1080/15710880701875068 |
| Public Sector Innovation | Basole R.C., Rouse W.B. | Complexity of service value networks: conceptualization and empirical investigation | IBM Systems Journal, vol. 47 pp. 53-70 | 2008 | This paper explores how service value is created in a network context and how the structure and dynamics of the value network as well as customer expectations influence the complexity of the services ecosystem. The paper then discusses what transformative role information and communication technology (ICT) plays in coordinating and delivering value and managing this complexity. A conceptual model is developed for understanding and investigating the nature, delivery, and exchange of service value and assessing the complexity of a service value network. Three central arguments are presented. First, value in the services economy is driven and determined by the end consumer and delivered through a complex web of direct and indirect relationships between value network actors. Second, the complexity of service value networks not only depends on the number of actors but also on the conditional probabilities that these actors are involved in delivering the service to the consumer. Third, ICT plays a central role in reducing complexity for consumers by providing greater levels of value network integration, information visibility, and means to manage and anticipate change. | Complexity, service value networks | DOI: 10.1147/sj.471.0053 |
| Public service value co creation | Pestoff V.and Brandsen T. | Co-production. The third sector and the delivery of public services | Routledge, London, New York | 2008 | Public management research has in recent years paid increasing attention to the third sector, especially to its role in the provision of public services. Evidence of this is the rising number of publications on the topic, as well as a growing number of sessions and papers on the topic in academic conferences of the EGPA and IRSPM. However, much of the discussion on its role is motivated at least as much by ideology as by fact. We still lack a proper empirical understanding of what happens when the third sector is drawn into public service provision. In this thematic presentation of Co-Production: The Third Sector and the Delivery of Public Services, we will try to enhance this understanding by presenting several new studies on the subject. We also introduce the concepts of co-production, co-management and co-governance as a conceptual framework that enables us to better understand such developments. | public management, public services, empirical evidence, third sector, co-production | https://www.amazon.co.uk/Co-production-Sector-Delivery-Public-Services/dp/0415439639 |
| Public service value co creation | Askim, J. and Sandkjaer Hanssen, G. | Councillors’ receipt and use of citizen input: experience from Norwegian local government | Public Administration | 2008 | The article expands citizen participation research by tackling participation from the viewpoint of elected officials – the recipients of citizen input. The article studies the role citizen input plays in elected officials’ decision making. Citizen input is defined as information elected officials obtain through direct contact with citizens and representatives of local associations. Using survey data from Norwegian local government, the article assesses how much citizen input councillors receive, and to what extent they use it to set local agendas. It is demonstrated that Norwegian councillors have a high degree of exposure to citizen input and that citizen input constitutes most councillors’ primary source of agenda‐setting inspiration. The article also examines differences in the extent to which councillors use citizen input, and draws on existing theoretical and empirical research to discuss how these differences can be explained. For example, findings that local government frontbenchers and highly educated councillors consider citizen input less useful than others do are explained by an analytical perspective emphasizing councillors’ varied needs for such information. | citizen participation, input, local government | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2008.00722.x |
| Public service value co creation | Jones, G, & Needham, C | Debate: Consumerism in Public Services-For and Against | Public money & management | 2008 | This article began life as a debate for MSc students in a public management class at Queen Mary, University of London, convened by the authors. In seeking to explain the significance of consumerism in contemporary public service reform, the authors took different positions on the normative appeal of consumer-oriented public service reforms. In this article George Jones begins by setting out the advantages of consumerism in public services. In the second part of the article, Catherine Needham sets out to rebut some of these purported advantages. In the conclusion, the authors identify some points of consensus and the key points of disagreement. | public serivices, reform, consumer orientation | https://www.tandfonline.com/doi/abs/10.1111/j.1467-9302.2008.00624.x |
| Living Labs | Bolden, R., G. Petrov & J. Gosling. | Developing Collective Leadership in Higher Education | London, UK: Leadership Foundation for Higher Education | 2008 | Executive summary to the interim report, October 2006; full text of the final report may be downloaded free from LFHE website but registration is required Leadership Foundation for Higher Education | Collective leadership, higher education | https://www.researchgate.net/publication/29811105_Developing_collective_leadership_in_higher_education |
| Digital Transformation | Grant, A. M. | Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity | Journal of Applied Psychology, 93, 48-58 | 2008 | Researchers have obtained conflicting results about the role of prosocial motivation in persistence, performance, and productivity. To resolve this discrepancy, I draw on self-determination theory, proposing that prosocial motivation is most likely to predict these outcomes when it is accompanied by intrinsic motivation. Two field studies support the hypothesis that intrinsic motivation moderates the association between prosocial motivation and persistence, performance, and productivity. In Study 1, intrinsic motivation strengthened the relationship between prosocial motivation and the overtime hour persistence of 58 firefighters. In Study 2, intrinsic motivation strengthened the relationship between prosocial motivation and the performance and productivity of 140 fundraising callers. Callers who reported high levels of both prosocial and intrinsic motivations raised more money 1 month later, and this moderated association was mediated by a larger number of calls made. I discuss implications for theory and research on work motivation. (PsycINFO Database Record (c) 2016 APA, all rights reserved) | Intrinsic motivation, performance, productivity | http://selfdeterminationtheory.org/SDT/documents/2008_Grant_JAP_ProsocialMotivation.pdf |
| Public service value co creation | Windrum P. and Koch P. (eds). | Entrepreneurship, Creativity and Management, Cheltenham and Northampton | MA: Edward Elgar | 2008 | Entrepreneurship, creativity, management, cheltenham, northampton | ||
| Social Innovation | Novell, R., Nadal, M., Smilges, A., Pascual, J., & Pujol, J. | Envejecimiento y discapacidad intelectual en cataluña | SENECA | 2008 | Envejecimiento, discapacidad intelectual | http://www.pascalpsi.es/Docs/Informe%2520Executiu%2520SENECA%25(castellano).PDF | |
| Living Labs | Ståhlbröst, A. | Forming future IT - The living lab way of user involvement | Doctoral thesis, Luleå: Luleå University of Technology. | 2008 | This thesis addresses the process of user involvement in the development of information technology (IT) systems. The motive for this research is that there is still a need of more knowledge about how users can be involved in IT-development when the aim is to develop solutions that represent user needs. This is especially true when the IT-system is developed to attract users as private persons. One attempt to facilitate inclusion of private persons in IT development processes is a phenomenon called Living Lab. Living Labs is a human-centric research and development approach in which IT-systems are co-created, tested, and evaluated in the users' own private context. The Living Lab phenomena can be viewed in two ways, as an environment, and, as an approach and in this thesis, the perspective taken is Living Lab as an approach. Since the Living Lab phenomena is a rather new area there is a noticeable lack of theories and methods supporting its actions. Hence, the purpose of my research is to contribute to a successful use of Living Labs as a means for user involvement by answering the question: How can a Living Lab approach for user involvement that focus on user needs, be designed? To gain insights into the topic I have been involved in three development projects in which the aim was to develop IT solutions based on users' needs. The research method applied in this research is action research based on an interpretive stance; I have used different methods for data- collection, such as focus-group interviews, surveys, and work-shops. In short, the main lessons learned from this research relates to three overarching themes; User involvement, Grappling with user needs, and Living Labs. The first theme concern issues such as user characteristics, user roles, when and how users should be involved. The second theme is divided into two clusters, collecting user data, and generating and understanding user needs. Lessons related to collecting users data concern topics such as encouraging users, storytelling, understanding the social context and the users' situation. The lessons regarding generating and understanding user needs relates to users motivation, the importance of understanding different perspectives and different levels of user needs. The third theme relates to the key-principles of Living Lab approaches, and how these principles are handled, supported, and related to each other in user involvement processes that embrace a Living Lab approach. Based on the lessons learned about the three themes, a methodology called FormIT is formed. The aim of FormIT is to assist Living Lab activities in Living Lab environments, and the methodology is built on ten guidelines. These guidelines are Identify, Inform, Interact, Iterate, Involve, Influence, Inspire, Illuminate, Integrate, and Implement, and they support the design of a Living Lab way of user involvement processes and contribute to fulfil the key-principles of Living Labs. To conclude, this thesis contributes to the understanding of how data about user needs can be collected, generated, and understood through a Living Lab way of user involvement processes. This in turn, contributes to the development of future IT-systems based on user needs, which increases the probability for system acceptance among private persons. | Living labs, information technology, development, user involvement | https://www.diva-portal.org/smash/get/diva2:999816/FULLTEXT01.pdf |
| Public service value co creation | Karp, T, & Helgo, TI | From Change Management to Change Leadership: Embracing Chaotic Change in Public Service Organizations | Journal of Change Management | 2008 | The objective of this article is to describe a way for public services leaders to lead chaotic change. By chaotic change, it is meant changes in an organization when the external and internal complexity and uncertainty is high which is the case for most public organizations. Suggestions are made on how to lead chaotic change by influencing the patterns of human interaction and to focus change management on people, identity and relationships by changing the way people talk in the organization. Building on experiences from the private sector, the authors contend that change management effectiveness is low because leaders underestimate the complexity of change, focusing on tools, strategy and structures instead of paying attention to how human beings change by forming identities through relating. Also, in public services, the complexity of change is high as it equally deals with the transformation of complex patterns of interaction and relating. Successful change management practices in public service organizations should therefore take better account of unpredictability, uncertainty, self-governance, emergence and other premises describing chaotic circumstances. For a leader, this necessitates paying attention to how people form identities in organizations and avoiding design-oriented managerial interventions, as well as keeping at bay the anxiety caused by not being in managerial control. | Public service, organizations | https://doi.org/10.1080/14697010801937648 |
| Public Sector Innovation | Maglio P.P. and Spohrer J. | Fundamentals of Service Science | Journal of the Academy of Marketing Science, 36 (1), March, p. 18-20 | 2008 | Service systems are value-co-creation configurations of people, technology, value propositionsconnecting internal and external service systems, and shared information (e.g., language, laws, measures, and methods). Service science is the study of service systems, aiming to create a basis for systematicservice innovation. Service science combines organization and human understanding with business andtechnological understanding to categorize and explain the many types of service systems that exist as wellas how service systems interact and evolve to co-create value. The goal is to apply scientific understandingto advance our ability to design, improve, and scale service systems. To make progress, we think servicedominantlogic provides just the right perspective, vocabulary, and assumptions on which to build a theory ofservice systems, their configurations, and their modes of interaction. Simply put, service-dominant logicmay be the philosophical foundation of service science, and the service system may be its basic theoreticalconstruct. | service science, service systems, service-dominant logic | https://link.springer.com/article/10.1007/s11747-007-0058-9 |
| Public Sector Innovation | Gebauer, H. Krempl, R. Fleisch, E. and T. Friedli. | Innovation in product-related services | Managing Service Quality 18(4): 387-404 | 2008 | Purpose – This paper aims to answer the following two research questions: “What antecedents are required for the innovation of product-related services?” and “How do the antecedents differ for product-related services developed during the product development process or during the product usage?” Design/methodology/approach – A multi-case research design was employed. Findings – Involvement of frontline employees, information sharing, multifunctional teams, funnel tools, information technology, internal organization, and training and education have a similar impact on the success of integrated and separated service innovations. Presence of service champion, autonomy of employees, market testing, and market research have a positive effect on separated, but a negative impact on integrated service innovations. The strategic focus, external contacts, availability of resources, and management support are positively associated with both innovation types, but their importance is essentially higher for separated than for integrated product-related service innovations. Research limitations/implications – The external validity (generalizability) of the antecedents could not be assessed accurately. Practical implications – The explanation of antecedents forms a model that can guide managers who wish to develop product-related services successfully. Originality/value – The findings imply that managers contemplating a product-related service innovation project have to consider the innovation type (integrated or separated) and reframe the antecedents accordingly. | Innovation, product services | |
| Living Labs | Windrum P. and Koch P. (eds) | Innovation in public sector services. Entrepreneurship, Creativity and Management | Cheltenham and Northampton, MA: Edward Elgar. | 2008 | This groundbreaking book provides new key insights and opens up an important research agenda. The book develops a new taxonomy of the different types of innovation found in public sector services, and investigates the key features and drivers of public sector entrepreneurship. The book contains new statistical studies and a set of six international case studies in health and social services. The research shows that public sector organisations are important innovators in their own right. Economic growth and social development depend on efficient public sector organisations that deliver high quality services, are effectively organised, and have excellent interactions with the private sector, NGOs and citizens. Public sector innovation is complex, invariably involving changes in services, organisational structures, and managerial practices. Essential to successful innovation are the policy entrepreneurs and service entrepreneurs who develop, organise and manage new innovations. This book provides key lessons for these public sector entrepreneurs. Innovation in Public Sector Services fills a fundamental gap; explaining the dynamics of innovation and entrepreneurship in public sector services and is of great importance for researchers, academics and students interested in innovation, entrepreneurship and strategy management. It provides a stimulating read for anyone working or interested in health and social services. | innovation, public sector, public services, entrepreneurship, drivers, evidence | https://www.e-elgar.com/shop/innovation-in-public-sector-services?___website=uk_warehouse |
| Public Sector Innovation | Moore, M. and J. Hartley. | Innovations in Governance | Public Management Review, 10(1): 3-20 | 2008 | This article explores a special class of innovations - innovations in governance – and develops an analytical schema for characterizing and evaluating them. To date, the innovation literature has focused primarily on the private rather than the public sector, and on innovations which improve organizational performance through product and process innovations rather than public sector innovations which seek to improve social performance through re-organizations of cross-sector decision-making, financing and production systems. On the other hand, the governance literature has focused on social co-ordination but has not drawn on the innovation literature. The article uses four case studies illustratively to argue that innovations in governance deserve greater attention theoretically. Further, it argues that five inter-related characteristics distinguish public sector innovations in governance from private sector product and process innovations. Innovations in governance: go beyond organizational boundaries to create network based decision-making, financing, decision making, and production systems; tap new pools of resources; exploit government’s capacity to shape private rights and responsibilities; redistribute the right to define and judge value; and should be evaluated in terms of the degree to which they promote justice and the development of a society as well as their efficiency and effectiveness in achieving collectively established goals. | innovation, governance, private vs. public sector | http://oro.open.ac.uk/36821/ |
| Living Labs | Kanstrup, A. M. | Living Lab Skagen 2008. | In Proceedings of the Eighth Danish Human Computer Interaction Research Symposium | 2008 | This paper presents ongoing work on development and experiments in a Living Laboratory for ict health services in the city of Skagen in Denmark. First, the paper presents a general description and definition of Living Laboratories followed by a definition used for Living Lab Skagen. Second, Living Lab Skagen 2008 is presented with recent experiments and lessons learned. | Living lab, ict health services, diabetes, user-driven innovation | http://denver.bth.se/hal/halsoteknik.nsf/bilagor/living_lab_Skagen_2008_pdf/$file/living_lab_Skagen_2008.pdf |
| Living Labs | Følstad, A. | Living labs for innovation and development of information and communication technology: a literature review | Electronic Journal of Virtual Organisations,10(5): 99-131 | 2008 | Living Labs are environments for involving users in innovation and development, and are regarded as a way of meeting the innovation challenges faced by information and communication technology (ICT) service providers. Living Labs have thus generated a great deal of interest in the field of ICT in the course of the last few years. However, the current body of Living Lab research literature indicates a lack of common understanding of how Living Labs can be used for ICT innovation and development. Moreover, there appears to be little agreement regarding needed future research. In order to establish a basis for future work on Living Labs, a review of the Living Lab literature related to ICT innovation and development has been carried out. Literature searches were made in four academic archives, as well as the ISI Web of Knowledge, Google and Google Scholar. Thirty-two relevant academic papers were retrieved. An overview of the literature was established and the literature was analyzed with regard to (1) common and diverging perspectives on Living Labs, (2) the state-of-the-art of Living Lab processes and methods, and (3) theoretical foundations of Living Labs. On the basis of the analyses, a common Living Lab definition is suggested. Two emerging Living Lab trends, as well as a pressing need for future research on Living Lab processes and methods, are introduced and discussed. | Living labs, innovation, ICTs, literature review | https://www.researchgate.net/publication/272566802_LIVING_LABS_FOR_INNOVATION_AND_DEVELOPMENT_OF_INFORMATION_AND_COMMUNICATION_TECHNOLOGY_A_LITERATURE_REVIEW |
| Public service value co creation | A.F. Payne, K. Storbacka, and P. Frow. | Managing the co-creation of value | Journal of the Academy of Maketing Science, 36:83–96 | 2008 | Central to service-dominant (S-D) logic is the proposition that the customer becomes a co-creator of value. This emphasizes the development of customer–supplier relationships through interaction and dialog. However, research to date suggests relatively little is known about how customers engage in the co-creation of value. In this article, the authors: explore the nature of value co-creation in the context of S-D logic; develop a conceptual framework for understanding and managing value co-creation; and utilize field-based research to illustrate practical application of the framework. This process-based framework provides a structure for customer involvement that takes account of key foundational propositions of S-D logic and places the customer explicitly at the same level of importance as the company as co-creators of value. Synthesis of diverse concepts from research on services, customer value and relationship marketing into a new process-based framework for co-creation provide new insights into managing the process of value co-creation. | Co-creation of value | DOI: 10.1007 / s11747-007-0070-0 |
| Public Sector Innovation | Djellal F., Gallouj F. | Measuring and Improving Productivity in Services: Issues, Strategies and Challenges | Edward Elgar, Cheltenham | 2008 | The definition and measurement of productivity in services raises important conceptual, methodological and strategic problems. This book aims to provide a critical review of the main debates on productivity in the domain of services. The first part examines the theoretical consequences of services specificities on the concept of productivity and reviews the attempts to measure it. The second part is devoted to the main determinants of productivity growth and the strategies to increase productivity in service firms and organisations. | Productivity, services, issues, strategies, challenges | DOI:10.4337/9781848444966.00001 |
| Digital Transformation | Coursey D. and Norris D. F. | Models of E-government: Are they correct? An empirical assessment. | Public Administration Review | 2008 | Research into e‐government is relatively new. Nevertheless, much contemporary thinking and writing about e‐government is driven by normative models that appeared less than a decade ago. The authors present empirical evidence from three surveys of local e‐government in the United States to test whether these models are accurate or useful for understanding the actual development of e‐government. They find that local e‐government is mainly informational, with a few transactions but virtually no indication of the high‐level functions predicted in the models. Thus, the models do not accurately describe or predict the development of e‐government, at least among American local governments. These models, though intellectually interesting, are purely speculative, having been developed without linkage to the literature about information technology and government. The authors offer grounded observations about e‐government that will useful to scholars and practitioners alike. | e-government, local government, survey, United States | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-6210.2008.00888.x |
| Digital Transformation | Perry, J. L., & Vandenabeele, W. | Motivation in public management: The call of public service | J. L. Perry & A. Hondeghem (Eds.), Behavioral dynamics: Institutions, identi- ties, and self-regulation (pp. 56-79). Oxford, UK: Oxford University Press | 2008 | Motivation, public management, public service | https://books.google.es/books?hl=es&lr=&id=Ct8TDAAAQBAJ&oi=fnd&pg=PR5&dq=Motivation+in+public+management:+The+call+of+public+service&ots=imUmR_DGOW&sig=zTvE0waCYQBVtRqfYbhtzAl4dDY#v=onepage&q=Motivation%20in%20public%20management%3A%20The%20call%20of%20public%20service&f=false | |
| Service Design | Hendricks, C.M. | On inclusion and network governance: the democratic disconnect of Dutch energy transitions | Public Administration | 2008 | The coordination of policy networks, or network governance, poses threats and opportunities for democracy. Against the norms of liberal democracy, multi‐actor partnerships do not fare well: they appear to lack responsiveness, public accountability and democratic legitimacy. But in terms of promoting deliberation and participation, networks could potentially deepen democracy. This paper injects some empirical insights into this debate by exploring network governance from the perspective of inclusion. It argues that any account of ‘democratic’ network governance must look beyond outputs, and consider the extent to which network arrangements include both ‘functional’ and ‘descriptive’ representatives of those potentially affected by decisions. An analysis of the inclusivity of network governance in recent Dutch energy reforms finds that partnerships are dominated by industry and government elites, at the expense of broader democratic engagement. A series of strategies are proposed for how to make network governance more accessible and accountable to affected publics. | network governance, democracy, inclusion, accountability | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2008.00738.x |
| Public service value co creation | S.L. Vargo, P.P. Maglio, and M.A. Akaka. | On value and value co-creation: A service systems and service logic perspective | European Management Journal, 26:145–152 | 2008 | Summary The creation of value is the core purpose and central process of economic exchange. Traditional models of value creation focus on the firm's output and price. We present an alternative perspective, one representing the intersection of two growing streams of thought, service science and service-dominant (S-D) logic. We take the view that (1) service, the application of competences (such as knowledge and skills) by one party for the benefit of another, is the underlying basis of exchange; (2) the proper unit of analysis for service-for-service exchange is the service system, which is a configuration of resources (including people, information, and technology) connected to other systems by value propositions; and (3) service science is the study of service systems and of the co-creation of value within complex configurations of resources. We argue that value is fundamentally derived and determined in use - the integration and application of resources in a specific context - rather than in exchange - embedded in firm output and captured by price. Service systems interact through mutual service exchange relationships, improving the adaptability and survivability of all service systems engaged in exchange, by allowing integration of resources that are mutually beneficial. This argument has implications for advancing service science by identifying research questions regarding configurations and processes of value co-creation and measurements of value-in-use, and by developing its ties with economics and other service-oriented disciplines. | Value, value co-creation, service systems, service logic | https://doi.org/10.1016/j.emj.2008.04.003 |
| Public service value co creation | Vargo, SL, Maglio, P, & Akaka, M | On value and value co-creation: A service systems and service logic perspective | European Management Journal | 2008 | The creation of value is the core purpose and central process of economic exchange. Traditional models of value creation focus on the firm’s output and price. We present an alternative perspective, one representing the intersection of two growing streams of thought, service science and service-dominant (S-D) logic. We take the view that (1) service, the application of competences (such as knowledge and skills) by one party for the benefit of another, is the underlying basis of exchange; (2) the proper unit of analysis for service-for-service exchange is the service system, which is a configuration of resources (including people, information, and technology) connected to other systems by value propositions; and (3) service science is the study of service systems and of the co-creation of value within complex configurations of resources. We argue that value is fundamentally derived and determined in use – the integration and application of resources in a specific context – rather than in exchange – embedded in firm output and captured by price. Service systems interact through mutual service exchange relationships, improving the adaptability and survivability of all service systems engaged in exchange, by allowing integration of resources that are mutually beneficial. This argument has implications for advancing service science by identifying research questions regarding configurations and processes of value co-creation and measurements of value-in-use, and by developing its ties with economics and other service-oriented disciplines. | Value, value co-creation, service systems, service logic | DOI:10.1016/j.emj.2008.04.003 |
| Public service value co creation | Needham, C | Realising the Potential of Co-production: Negotiating Improvements in Public Services | Journal of the Social Policy Association | 2008 | The concept of co-production – also called co-creation – is gaining widespread attention as a way to increase user involvement in service provision in the UK. It is usually taken as self-evident that more co-production will improve services. However, it is necessary to be clear about how far and in what ways co-production can improve public services. This article looks at the purported advantages of co-production, and considers how these can best be accessed. A case study workshop involving social housing users and providers, conducted as part of the National Consumer Council-Unison Shared Solutions project, is used to illustrate the need for collective dialogue and deliberation between co-producers rather than purely transactional forms of co-production. | co-production, public services, participation, collective dialogue, UK social housing | https://www.cambridge.org/core/journals/social-policy-and-society/article/realising-the-potential-of-coproduction-negotiating-improvements-in-public-services/022288E64E487154364335EFF8CC39E1 |
| Service Design | Noy, C. | Sampling knowledge: The hermeneutics of snowball sampling in qualitative research. | International Journal of Social Research Methodology | 2008 | During the past two decades we have witnessed a rather impressive growth of theoretical innovations and conceptual revisions of epistemological and methodological approaches within constructivist‐qualitative quarters of the social sciences. Methodological discussions have commonly addressed a variety of methods for collecting and analyzing empirical material, yet the critical grounds upon which these were reformulated have rarely been extended to embrace sampling concepts and procedures. The latter have been overlooked, qualifying only as a ‘technical’ research stage. This article attends to snowball sampling via constructivist and feminist hermeneutics, suggesting that when viewed critically, this popular sampling method can generate a unique type of social knowledge—knowledge which is emergent, political and interactional. The article reflects upon researches about backpacker tourists and marginalized men, where snowball sampling was successfully employed in investigating these groups' organic social networks and social dynamics. In both studies, interesting interrelations were found between sampling and interviewing facets, leading to a reconceptualization of the method of snowball sampling in terms of power relations, social networks and social capital. | qualitative research, snowball sampling, social sciences, research methodology | https://www.tandfonline.com/doi/abs/10.1080/13645570701401305 |
| Service Design | Bitner, M. J., Ostrom, A. L., & Morgan, F. N | Service blueprinting: a practical technique for service innovation | California management review | 2008 | With the global focus on service-led growth has come increased need for practical techniques for service innovation. Services are fluid, dynamic, experiential, and frequently -produced in real time by customers, employees, and technology, often with few static physical properties. However, most product innovation approaches focus on the design of relatively static products with physical properties. Thus, many of the invention and prototype design techniques used for physical goods and technologies do not work well for human and interactive services. This article describes one technique—service blueprinting—that has proven useful for service innovation. Service blueprinting is securely grounded in the customer's experience and it allows the clear visualization of dynamic service processes. The technique is described in detail including real case examples that illustrate the value and breadth of its applications. | services, innovation, service blue-printing | https://www.researchgate.net/publication/215915405_Service_Blueprinting_A_Practical_Technique_for_Service_Innovation |
| Service Design | Grönroos, C. | Service logic revisited: who creates value? And who co‐creates? | European Business Review, 20(4), 298-314 | 2008 | In the discussion on service‐dominant logic and its consequences for value creation and marketing the inner meaning of the value‐in‐use notion and the nature of service marketing have not been considered thoroughly. The purpose of this paper is to analyze the meaning of a service logic as a logic for consumption and provision, respectively, and explore the consequences for value creation and marketing. Discussing the differences between value‐in‐exchange and value‐in‐use, the paper concludes that value‐in‐exchange in essence concerns resources used as a value foundation which are aimed at facilitating customers' fulfilment of value‐in‐use. When accepting value‐in‐use as a foundational value creation concept customers are the value creators. Adopting a service logic makes it possible for firms to get involved with their customers' value‐generating processes, and the market offering is expanded to including firm‐customer interactions. In this way, the supplier can become a co‐creator of value with its customers. Drawing on the analysis, ten concluding service logic propositions are put forward. | services marketing, marketing theory, value analysis | https://www.emerald.com/insight/content/doi/10.1108/09555340810886585/full/html |
| Public service value co creation | Spohrer, J, Anderson, L, Pass, N | Service science and service-dominant logic | Paper presented at the Otago Forum | 2008 | Service Science is an interdisciplinary effort to understand how service systems interact and co-create value. Service-dominant (S-D) logic is an alternative perspective to the traditional, goods-dominant (G-D) logic paradigm, which has been recognized as a potential theoretical foundation on which a science of service can be developed. While there are efforts to support and develop an S-D-logic-grounded service science, the paradigmatic power of G-D logic remains strong. This is evidenced by several recurring misconceptions about S-D logic and its application in service science. This chapter aims to guide the advancement of an S-D-logic-grounded service science by clarifying several misconstruals associated with S-D logic and moving forward with the formalization of key concepts associated with S-D logic and service science. | Service science, service-dominant logic | https://doi.org/10.1007/978-1-4419-1628-0_8 |
| Public service value co creation | Vargo, S. L., & Lusch, R. F. | Service-dominant logic: continuing the evolution | Journal of the Academy of Marketing Science, 36(1), 1-10 | 2008 | Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work are also discussed. | Service-dominant logic, New-dominant logic, Service | https://link.springer.com/article/10.1007/s11747-007-0069-6 |
| Social Innovation | Arranz, N. and J.C. Fernandez de Arroyabe. | The choice of partners in R-D cooperation: an empirical analysis of Spanish firms | Technovation 28(1): 88.100 | 2008 | This article develops a framework to examine the determinants for the choice of partners among firms that cooperate in R&D. This framework is used to predict the relative efficiency of cooperation with different types of partners in innovation. We employed the resource-based perspective to shed light on who firms cooperate with. The empirical work is based on the Spanish CIS-2 survey conducted in 1997 by the National Institute of Statistics (INE). The sample of 1652 Spanish firms gives a reliable image of the behaviour of manufacturing firms as regards cooperation in innovation. Our results have revealed several distinctions between vertical and horizontal cooperation, and the role of public institutions as partners in R&D cooperation. Furthermore, our analysis suggests that the objectives of cooperation with national or European Union (EU) partners is different, from a strategic point of view, than cooperation with US firms in terms of efficiency, that is, the expected results of R&D cooperation are based on the type of partner in the agreement. These findings and their implications are discussed. | I-D cooperation | https://doi.org/10.1016/j.technovation.2007.07.006 |
| Social Innovation | Young, G. | The Culturization of Planning | Planning Theory, 7(1), 71–91 | 2008 | Culture as an organizing concept and framework offers planning a new, deeper and more sustainable foundation. The fact that culture constitutes and is constituted by our geographies, histories and societies, is expanding, and is the world's leading intellectual resource, can be the basis for a new positionality for planning. A positionality of this kind is proposed as a new paradigm, and tagged with the neologism of `culturization'. As a specifically ethical, reflexive and critical approach, it stands in contrast to the broader, socio-economic trend to `culturalization' and its acknowledged commodification. For the purposes ofculturization, an integrated concept of culture and an integrated approach to planning research are described in order to engage all of the forms and dimensions of culture, and to link a plurality of cultural theory and communicative and postmodern planning theory to the enterprise. Further, innovations in theoretical writings and culturized planning practices that have emerged in recent times are cited for their relevance to a more systematic culturization of planning with greater sustainable and transformational potential. | Culturization of planning | https://doi.org/10.1177/1473095207082035 |
| Digital Transformation | Kalvet, T. and A. Aaviksoo. | The Development of e-Services in an Enlarged EU: e-Government and e-Health in Estonia | JRC Scientific and Technical Reports | 2008 | The University of Malta would like to acknowledge its gratitude to the European Commission, Joint Research Centre for their permission to upload this work on OAR@UoM. Further reuse of this document can be made, provided the source is acknowledged. This work was made available with the help of the Publications Office of the European Union, Copyright and Legal Issues Section. | Development of e-services, e-government, e-health | http:// publications.jrc.ec.europa.eu/repository/bitstream/JRC40679/jrc40679.pdf. |
| Service Design | Dawes S. S. | The evolution and continuing challenges of e-governance. | Public Administration Review | 2008 | E‐governance comprises the use of information and communication technologies (ICTs) to support public services, government administration, democratic processes, and relationships among citizens, civil society, the private sector, and the state. Developed over more than two decades of technology innovation and policy response, the evolution of e‐governance is examined in terms of five interrelated objectives: a policy framework, enhanced public services, high‐quality and cost‐effective government operations, citizen engagement in democratic processes, and administrative and institutional reform. This summary assessment of e‐governance in U.S. states and local governments shows that the greatest investment and progress have been made in enhanced public services and improved government operations. Policy development has moved forward on several fronts, but new policy issues continually add to an increasingly complex set of concerns. The least progress appears to have occurred in enhancing democracy and exploring the implications of e‐governance for administrative and institutional reform. ICT‐enabled governance will continue to evolve for the foreseeable future providing a dynamic environment for ongoing learning and action. | e-govenance, information technologies, policy, reform, citizen engagement | https://doi.org/10.1111/j.1540-6210.2008.00981.x |
| Public Sector Innovation | Tether, B. and A. Tajar. | The organizational-cooperation mode of innovation and its prominence amongst European service firms | Research Policy 37(4): 720-739 | 2008 | Analysing survey data concerning the innovation orientations of 2500 European firms, this paper uses the exploratory statistical technique of multiple correspondence analysis to identify three distinct modes of innovation: a product-research mode; a process-technologies mode; and an organisational-cooperation mode. The first two of these are forms of technological innovation that are well established in the innovation studies literature. The third is a form of organisational innovation, about which much less is known. Aside from identifying statistically these three modes of innovation, we show that firms of different sizes and in different sectors have different propensities to engage in each of them. High-technology firms are, for example, the most likely of all firms to engage in the product-research mode, whilst low-technology manufacturers are the most likely to engage in the process-technologies mode. Meanwhile, the organisational-cooperation mode, which involves supply-chain rather than research-based cooperative practices, is particularly prominent in services, especially in trade and distribution services. This fits with the view that innovation in services is often ‘soft’, rather than primarily technological, involving organisational and relational changes within supply-chains or networks. | The organizational-cooperation mode, innovation | https://doi.org/10.1016/j.respol.2008.01.005 |
| Public Sector Innovation | J.M. Epstein. | Why model? | Journal of Artificial Societies and Social Simulation, 11 | 2008 | This lecture treats some enduring misconceptions about modeling. One of these is that the goal is always prediction. The lecture distinguishes between explanation and prediction as modeling goals, and offers sixteen reasons other than prediction to build a model. It also challenges the common assumption that scientific theories arise from and 'summarize' data, when often, theories precede and guide data collection; without theory, in other words, it is not clear what data to collect. Among other things, it also argues that the modeling enterprise enforces habits of mind essential to freedom. It is based on the author's 2008 Bastille Day keynote address to the Second World Congress on Social Simulation, George Mason University, and earlier addresses at the Institute of Medicine, the University of Michigan, and the Santa Fe Institute. | Model | http://jasss.soc.surrey.ac.uk/11/4/12.html |
| Social Innovation | Schön B. Pyka A. | A taxonomy of innovation networks | FZID discussion papers, No. 42-2012, Univ. Hohenheim, Forschungszentrum Innovation und Dienstleistung | 2009 | In this discussion paper we develop a theory-based typology of innovation networks with a special focus on public-private collaboration. This taxonomy is theoretically based on the concept of life cycles which is transferred to the context of innovation networks as well as on the mode of network formation which can occur either spontaneous or planned. The taxonomy distinguishes six different types of networks and incorporates two plausible alternative developments that eventually lead to a similar network structure of the two types of networks. From this, important conclusions and recommendations for network actors and policy makers are drawn. | innovation networks, typology, public-private partnership | https://www.econstor.eu/handle/10419/54762 |
| Public service value co creation | Rhodes, R.A.W. and Wanna, J. | Bringing the politics back in: public value in Westminster Parliamentary Government | Public Administration | 2009 | We challenge the usefulness of the ‘public value’ approach in Westminster systems with their dominant hierarchies of control, strong roles for ministers, and tight authorizing regimes underpinned by disciplined two‐party systems. We identify two key confusions: about public value as theory, and in defining who are ‘public managers’. We identify five linked core assumptions in public value: the benign view of large‐scale organizations; the primacy of management; the relevance of private sector experience; the downgrading of party politics; and public servants as platonic guardians. We identify two key dilemmas around the ‘primacy of party politics’ and the notion that public managers should play the role of platonic guardians deciding the public interest. We illustrate our argument with short case studies of: the David Kelly story from the UK; the ‘children overboard’ scandal in Australia; the ‘mad cow disease’ outbreak in the UK; the Yorkshire health authority's ‘tea‐parties’, and the Cave Creek disaster in New Zealand | public value, public managers, public servants, political leadership | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2009.01763.x |
| Digital Transformation | R. K. Yin | Case Study Research: Design and Methods | (L. Bickman & D. J. Rog, Eds.), Essential guide to qualitative methods in organizational research (Vol. 5). Sage Publications | 2009 | Case study research, design, methods | DOI:10.3138/cjpe.30.1.108 | |
| Service Design | Yin, R. K. | Case study research: Design and methods. | Thousand Oaks, C.A: Sage. | 2009 | Providing a complete portal to the world of case study research, the Fourth Edition of Robert K. Yin’s bestselling text Case Study Research offers comprehensive coverage of the design and use of the case study method as a valid research tool. This thoroughly revised text now covers more than 50 case studies (approximately 25% new), gives fresh attention to quantitative analyses, discusses more fully the use of mixed methods research designs, and includes new methodological insights. The book’s coverage of case study research and how it is applied in practice gives readers access to exemplary case studies drawn from a wide variety of academic and applied fields. | research, case studies, methodology, case study design | https://books.google.com.mx/books/about/Case_Study_Research.html?hl=es&id=FzawIAdilHkC&redir_esc=y |
| Public Sector Innovation | Arthur W.B. | Complexity and the Economy | Rosser B.J. (Eds.) Handbook of research on Complexity, Edward Elgar, Cheltenham, pp. 12-21 | 2009 | After two centuries of studying equilibria—static patterns that call for no further behavioral adjustments—economists are beginning to study the general emergence of structures and the unfolding of patterns in the economy. When viewed in out-of-equilibrium formation, economic patterns sometimes simplify into the simple static equilibria of standard economics. More often they are ever changing, showing perpetually novel behavior and emergent phenomena. Complexity portrays the economy not as deterministic, predictable, and mechanistic, but as process dependent, organic, and always evolving. | Complexity, economy | |
| Public service value co creation | Dunston, R, Lee, A, Boud, D, Brodie, P, & Chiarella, M | Co-Production and Health System Reform - From Re-Imagining To Re-Making | Australian Journal of Public Administration | 2009 | There is growing interest in the application of citizen participation within all areas of public sector service development, where it is increasingly promoted as a significant strand of post-neoliberal policy concerned with re-imagining citizenship and more participatory forms of citizen/consumer engagement. The application of such a perspective within health services, via co-production, has both beneficial, but also problematic implications for the organisation of such services, for professional practice and education. Given the disappointing results in increasing consumer involvement in health services via ‘choice’ and ‘voice’ participation strategies, the question of how the more challenging approach of co-production will fare needs to be addressed. The article discusses the possibilities and challenges of system-wide co-production for health. It identifies the discourse and practice contours of co-production, differentiating co-production from other health consumer-led approaches. Finally, it identifies issues critically related to the successful implementation of co-production where additional theorisation and research are required. | co-production, healt service reform, professional learning | http://dro.deakin.edu.au/view/DU:30071843 |
| Public service value co creation | Benington, J | Creating the public in order to create public value? | Journal of Public Administration | 2009 | This paper extends and develops both the theory and the application of the notion of Public Value developed in Moore (1997) Creating Public Value, Harvard University Press, and transposes them into an alternative framework which starts with the public sphere and the collective as the primary units of analysis, rather than with the private market and the individual. The article addresses basic questions about public value, how, by whom and where is it produced, and how can it be measured. It argues that PV often depends upon processes of co-creation with citizens and users at the front-line. It also argues that public value is a contested concept which depends upon a deliberative process within which competing interests and perspectives can be debated. This requires the creation of a well informed “public” with the consciousness and the capability to engage actively in this kind of democratic dialogue. | Value, public | https://doi.org/10.1080/01900690902749578 |
| Public service value co creation | Gains, F. and Stoker, G. | Delivering ‘public value’: implications for accountability and legitimacy | Parliamentary Affairs | 2009 | The possibility that public servants can act to create ‘public value’ offers a popular and potentially liberating normative code for the activity of public managers. The adoption of the concept however implies a changed understanding of legitimacy and accountability for policy actions. It is argued this new ‘public service contract’ is likely to be easier to adopt in local settings than in the core executive although in neither case is the adoption of new modes of working between politicians, officials and citizens unproblematic. Old codes and informal ways of thinking provide an awkward backcloth for the adoption of public value as a guideline for public management | public value, public management, norm code, local vs core executive government | https://researchprofiles.canberra.edu.au/en/publications/delivering-public-value-implications-for-accountability-and-legit |
| Service Design | Bessant, J., & Maher, L. | DEVELOPING RADICAL SERVICE INNOVATIONS IN HEALTHCARE — THE ROLE OF DESIGN METHODS | International Journal of Innovation Management | 2009 | This paper looks at the management of service innovation. In particular, it explores the challenge of public services and argues that there is a need for new approaches to the ways which engage users as more active co-creators within the innovation process. It draws on wider research on radical innovation being carried out as part of a long-term international programme and reports on a series of case studies of experiments in the health sector in the UK using tools like ethnography and prototyping to enable innovation. The paper argues that a potentially valuable toolkit can be found in the field of design methods. By their nature, design tools are used to help articulate needs and give them shape and form; as such they are critical to the "front end" of any innovation process. Methods like ethnography allow for deep insights into user needs, including those not clearly articulated whilst prototyping provides the possibility of creating a set of "boundary objects" around which design discussions which include users and their perspectives can be carried out. | Service innovation; Healthcare; Radical innovation; Prototyping; Design tools | https://doi.org/10.1142/S1363919609002418 |
| Public Sector Innovation | Kindström, D. and C. Kowalkowski. | Development of industrial service offerings - a process framework | Journal of service management 20(2): 156-172 | 2009 | The purpose of this paper is to propose a service development process that is adapted to manufacturing companies and to discuss its implications for companies with a traditional focus on product development and product sales. | Industrial service, offerings | http://liu.diva-portal.org/smash/get/diva2:234016/FULLTEXT01 |
| Social Innovation | Agarwal, R. and W. Selen. | Dynamic capability building in service value networks for achieving service innovation | Decision Sciences, 40(3): 431-475 | 2009 | Service organizations increasingly create new service offerings that are the result of collaborative arrangements operating on a value network level. This leads to the notion of “elevated service offerings,” our definition of service innovation, implying new or enhanced service offerings that can only be eventuated as a result of partnering, and one that could not be delivered on individual organizational merits. Using empirical data from a large telecommunications company, we demonstrate through structural equation modeling (SEM) that higher-order dynamic capabilities in services are generated as a result of collaboration between stakeholders. Furthermore, it is through collaboration and education of the stakeholders that additional higher-order capabilities emerge (customer engagement [CuE], collaborative agility [CA], entrepreneurial alertness [EA], and collaborative innovative capacity), all of which influence the service innovation outcome. Our study also reveals empirical evidence for an ongoing process of continuous dynamic capability building in accordance with the changing dynamics of business. Managers of service organizations should recognize the potential embedded in these higher-order skill sets, starting from collaboration, learning, and management of creative ideas for both strategic and operational benefits. Moreover, the capabilities of CA, EA, and CuE are even more important in managing the flexibility, timely delivery, and reliability of service offerings. Managers should take measures to inculcate, promote, and manage these dynamic capability skill sets to foster innovation in services. | Dynamic capability, service value, service innovation | https://doi.org/10.1111/j.1540-5915.2009.00236.x |
| Social Innovation | Alford J. | Engaging public sector clients. From Service Delivery to Coproduction | Houndmills, Hamps and New York, NY: Palgrave Macmillan | 2009 | Exploring three rich cases across three countries, this book shows how government organizations need their clients to contribute time and effort to co-producing public services, and how organizations can better elicit this work from them, by providing good client service and appealing to their intrinsic needs and social values. | Engaging, public sector, clients, service delivery, coproduction | |
| Public service value co creation | Alford J. | Engaging public sector clients: from service-delivery to co-production | Basingstoke: Palgrave Macmillan. | 2009 | Exploring three rich cases across three countries, this book shows how government organizations need their clients to contribute time and effort to co-producing public services, and how organizations can better elicit this work from them, by providing good client service and appealing to their intrinsic needs and social values. | co-production, services, engagement, public sector | https://www.palgrave.com/gp/book/9780230223769#aboutBook |
| Public service value co creation | Alford, J | Engaging public sector clients: From service-delivery to co-production | Springer | 2009 | Exploring three rich cases across three countries, this book shows how government organizations need their clients to contribute time and effort to co-producing public services, and how organizations can better elicit this work from them, by providing good client service and appealing to their intrinsic needs and social values. | Public sector, client, Service-delivery, co-production | |
| Digital Transformation | Mastracci, S. H. | Evaluating HR management strategies for recruiting and retaining IT professionals in the US federal government | Public Personnel Management, 38(2), 19-34 | 2009 | Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with information technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U.S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs. This article presents an evaluation of the effectiveness of creative HRM strategies during the late 1990s, when federal agencies sought to hire and keep IT professionals to do Year 2000 conversions. | Management strategies, recruiting, retaining, US federal government | https://doi.org/10.1177%2F009102600903800202 |
| Service Design | Morrell, K. | Governance and the public good | Public Administration | 2009 | The paper examines the control of power, using an account of the public good developed from Aristotle. It identifies three different perspectives on the relationship between governance (the control of power) and the public good: a ‘cybernetic’ perspective, an ‘axiological’ perspective, and a perspective of ‘critique’. This framework offers a way to scrutinize the exercise of power, and to evaluate the linkages between a political administration and its citizenry. To evaluate an administration’s legacy, this framework suggests we should study: (1) how an administration controls power over time; (2) how an administration exhibits virtue; and (3) how an administration creates conditions which enable its citizens to live the good life. Narrative theory is one basis for empirical development of this framework. This contributes to some long‐standing debates in management, public administration, economics and political science. It also enables critical examination of a fashionable, though vague, term: ‘public value’. | public value, citizenry, narrative theory | https://www.academia.edu/19429291/Morrell_K._2009_Governance_and_the_Public_Good_Public_Administration_87_3_538-556 |
| Public Sector Innovation | Gallouj F., Savona M. | Innovation in services: a review of the debate and a research agenda | Journal of Evolutionary Economics, vol. 19 pp. 149-172 | 2009 | The paper reviews the debate on innovation in services which has flourished over the last 20years and suggests a research agenda for the services innovation literature. We discuss whether, and the extent to which, the ill-definition and mis-measurement of service output have influenced the conceptualization and analysis of innovation in services. We propose a reclassification of the literature according to whether it has been mainly assimilated or differentiated with respect to the traditional conceptualization of innovation in the manufacturing sector. We also review the integrative (or synthesizing) contributions, and suggest a taxonomy for the modes of innovation in services, based on the Lancasterian characteristics-based approach to product definition. We conclude with a summary of the key arguments and a proposed agenda for the evolutionary theory to integrate the conceptualization of innovation in services. | Innovation services, debate, research agenda | DOI:10.1007/s00191-008-0126-4 |
| Digital Transformation | Droege H., Hildebrand D. and Heras Forcada M. | Innovation in services: present findings and future pathways | Journal of Service Management, 20 (2), p. 131-155 | 2009 | The purpose of this paper is, firstly, to review existing schools of thought and to identify present research fields in new service development (NSD) and service innovation research, and, secondly, to discuss future research opportunities. The literature review is based on a search for “service innovation” and “NSD” in titles, abstracts and keywords of articles. As a result of looking at the references, as well as through analysis of papers which cite the articles identified, additional publications are included in this study. Four schools of thought and five distinct research fields are presented. Herein, the authors show that there is a lack of studies of organisational innovations, and that differences in the drivers for radical or incremental innovations may be of degree rather than of kind. Further, contradictory results in the research field on differences versus similarities of new product and NSD are identified. In addition, the authors propose possible pathways for future research for each research field and school of thought. The scope of publications included in this review may be subject to criticism as book‐publications may be under‐represented in this review. Also, the keywords used for the initial search could include additional words. The paper groups previously scattered research activities from various backgrounds such as marketing and operations into distinct research fields, and presents both the status quo and a discussion of possible directions for future research. | research work, services, innovation | https://www.emerald.com/insight/content/doi/10.1108/09564230910952744/full/html |
| Service Design | Holmlid, S. | Interaction design and service design: Expanding a comparison of design disciplines | Nordic Research Design | 2009 | While product design and interaction design are establishing themselves as ordinary practices, service design is still largely not well understood. Moreover, interactive artefacts are being introduced into service settings in a larger degree than before. We tend to rely on these artefacts as one, or sometimes the sole, possibility to do banking, to declare our taxes, etc. In this article we seek to identify common ground and differentiation in order to create supportive structures between interaction design and service design. The analysis relies on two frameworks, one provided by Buchanan, defining orders of design, and one provided by Edeholt and Löwgren, providing a comparative framework between design disciplines. The framework of Edeholt & Löwgren is amended through the comparison, to include service design. Comparative dimensions added pertains to all areas of Edeholt & Löwgren’s framework; Design process, design material and deliverable. | interaction design, service design, comparative dimensions | https://archive.nordes.org/index.php/n13/article/view/157/140 |
| Social Innovation | Ozman, M. | Inter-firm networks and innovation: a survey of the literature | Economics of Innovation and New Technology 18 (1): 39-67 | 2009 | This survey covers the recent literature on inter-firm networks as far as they have implications for innovation and technological change. The studies are classified according to the direction of causality in network studies. In the literature, some studies focus on the effect of networks, while others on the origins and formation of networks. These are represented as a circular flow diagram of network research. Circular diagram includes three themes of analysis as: (1) origins of networks, (2) firm performance, (3) network structure, and shows the relationship between these themes as observed in network research. The aim of this survey is to guide researchers working on inter-firm networks about the theoretical and empirical results obtained up to now in the field and to highlight those areas which need further work. | Inter-firm networks, innovation, literature | https://doi.org/10.1080/10438590701660095 |
| Public Sector Innovation | Rosser B.J. | Introduction | Rosser B.J. (Ed.) Handbook of research on Complexity, Edward Elgar, Cheltenham, pp. 4-11 | 2009 | SARS-CoV-2 infection is a new viral infection that has emerged in the form of a pandemic, with a respiratory and multisystemic clinical spectrum, which causes high morbidity and mortality. Its rapid expansion is dependent on the absence of previous exposure and immunity, the absence of a vaccine and specific treatments, as well as its mechanism of air transmission and contact with mucous membranes, including asymptomatic individuals. The need for protection on the population and its health professionals requires the establishment of exposure and prevention protocols. One of the new situations generated is the need for a safe return to normal healthcare activities, which in many cases are specific to each specialty. | Introduction | https://assets.cambridge.org/97811070/07604/frontmatter/9781107007604_frontmatter.pdf |
| Public service value co creation | Bogner A., Littig B. and Menz W. | Introduction: Expert interviews—An introductionto a new methodological debate. | In 'Interviewing experts'; London: Palgrave Macmillan UK. | 2009 | Before we go any further, we would like to begin by providing the reader with a step-by-step introduction to the methodological debate surrounding expert interviews. In doing so, we will start with a brief discussion of the generally accepted advantages and risks of expert interviews in research practice (1). We will follow this by outlining current trends in the sociological debate regarding experts and expertise, since expert interviews are — at least on the surface — defined by their object, namely the expert (2). We will then conclude with a look at the current methodological debate regarding expert interviews, an overview of the layout and structure of this book, as well as summaries of the 12 articles it contains (3). | expert knowledge, expert interview, methodological debate, data gathering, process, actual research design | https://link.springer.com/chapter/10.1057/9780230244276_1 |
| Digital Transformation | Sirianni C. | Investing in Democracy. Engaging citizens in Collaborative Governance. | Washington DC, Brookings Inst. Pr. | 2009 | The health of American democracy ultimately depends on our willingness and ability to work together as citizens and stakeholders in our republic. Government policies often fail to promote such collaboration. But if designed properly, they can do much to strengthen civic engagement. That is the central message of Carmen Sirianni's eloquent new book. Rather than encourage citizens to engage in civic activity, government often puts obstacles in their way. Many agencies treat citizens as passive clients rather than as community members, overlooking their ability to mobilize assets and networks to solve problems. Many citizen initiatives run up against rigid rules and bureaucratic silos, causing all but the most dedicated activists to lose heart. The unfortunate—and unnecessary—result is a palpable decline in the quality of civic life. Fortunately, growing numbers of policymakers across the country are figuring out how government can serve as a partner and catalyst for collaborative problem solving. Investing in Democracy details three such success stories: neighborhood planning in Seattle; youth civic engagement programs in Hampton, Virginia; and efforts to develop civic environmentalism at the U.S. Environmental Protection Agency. The book explains what measures were taken and why they succeeded. It distills eight core design principles that characterize effective collaborative governance and concludes with concrete recommendations for federal policy. | government, citizen participation, policy, democracy, environment | https://www.amazon.com/Investing-Democracy-Engaging-Collaborative-Governance/dp/0815703120 |
| Living Labs | Winthereik, J. C. T., Malmborg, L., & Andersen, T. B. | Living Labs as a Methodological Approach to Universal Access in Senior Design International Conference on Universal Access in Human-Computer Interaction | Berlin: Springer | 2009 | In this paper we discuss the potential of using the Living Lab methodology as an approach to ensuring universal access when designing for senior citizens. Our understanding of Living Labs is based on a recent study of 32 Living Labs cases, identifying central activities and issues in different applications of the methodology. We describe a Danish Living Lab project initiated to design for better quality of life for senior citizens in Sølund, a nursing home in Copenhagen. Two crucial concepts from the Living Lab methodology – co-creation and context – act as the core concepts for our analysis of user participation and universal access in Living Labs in general and in the Sølund Living Lab specifically. In our conclusion we suggest areas that should be given special attention when designing Living Lab projects and selecting user participants. | Universal access, living labs, co-creation, participatory design | https://link.springer.com/chapter/10.1007/978-3-642-02707-9_19 |
| Social Innovation | Sørensen, E, & Torfing, J | Making Governance Networks Effective and Democratic through Metagovernance | Public administration (London) | 2009 | In response to the growing discrepancy between the steadily rising steering ambitions and the increasing fragmentation of social and political life, governance networks are mushrooming. Governance through the formation of networks composed of public and private actors might help solve wicked problems and enhance democratic participation in public policy‐making, but it may also create conflicts and deadlocks and make public governance less transparent and accountable. In order to ensure that governance networks contribute to an effective and democratic governing of society, careful metagovernance by politicians, public managers and other relevant actors is necessary. In this paper, we discuss how to assess the effective performance and democratic quality of governance networks. We also describe how different metagovernance tools can be used in the pursuit of effective and democratic network governance. Finally, we argue that public metagovernors must develop their strategic and collaborative competences in order to become able to metagovern governance networks. | governance networks, participatoon, democracy, metagovernance | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2009.01753.x |
| Public service value co creation | Alford J. and O’Flynn J. | Making sense of public value : concepts, critiques and emergent meanings | International Journal of Public Administration, 32(3‑4), 171‑191 | 2009 | It has been two decades since the “public value” framework emerged, articulated initially at the Harvard Kennedy School. In this paper we set out the basics of the original approach, and then consider emerging critiques and meanings. Our aim is firstly to clarify the core concepts of Moore's approach, and secondly to track the new meanings of public value which are developing. This allows us to engage with the growing debate about public value both inside and outside academia, and also to discuss its trajectory as a new idea in public sector management. | public value, public management, politics/administration dichotomy | https://www.tandfonline.com/doi/abs/10.1080/01900690902732731 |
| Public Sector Innovation | Rouse W.B., McGinnis L.F., Basole R.C., Bodner D.A., Kessler W.C. | Models of complex enterprise networks | Second International Symposium on Engineering Systems, MIT Cambridge, Massachusetts, June 15-17 | 2009 | This article describes the development of a modeling hierarchy for complex enterprise networks. Drawing on the extant modeling literature, these network models are elaborated in terms of 4 salient problem characteristics: conversions, flows, controls, and social/organizational relationships. The authors relate these 4 characteristics to phenomena, representations, micromodels, macromodels, and modeling tools. The roles of information and incentives in complex enterprises networks are considered. Examples of 2 domains, global manufacturing and healthcare delivery, are woven through these discussions of alternative representations and models. The authors conclude by providing a structured comparison of these 2 domains, discussing theoretical and practical implications, and presenting opportunities for future enterprise transformation research. | Models, complex enterprise, networks | https://pdfs.semanticscholar.org/f37f/8ce82ecb14a7ecfdc00d84655b87b00939cc.pdf |
| Public service value co creation | Diefenbach, T. | New public management in public sector organizations: The dark sides of managerialistic ‘enlightenment. | Public Administration, 87(4), 892–909 | 2009 | For many years the proponents of New Public Management (NPM) have promised to improve public services by making public sector organizations much more ‘business‐like’. There have been many investigations and empirical studies about the nature of NPM as well as its impact on organizations. However, most of these studies concentrate only on some elements of NPM and provide interesting, but often anecdotal, evidence and insights. Perhaps exactly because of the large amount of extremely revealing and telling empirical studies, there is, therefore, a lack of a systematic identification and understanding of the nature of NPM and its overall relevance. This paper contributes to a systematic identification and understanding of the concept of NPM as well as its multi‐dimensional impact on public sector organizations. First, the paper aims at (re‐) constructing a comprehensive taxonomy of NPM's main assumptions and core elements. Secondly, the paper tries to provide a more comprehensive and meta‐analytical analysis of primarily the negative consequences of NPM‐strategies for public sector organizations as well as the people working in them. | New Public Management, impact | https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-9299.2009.01766.x |
| Digital Transformation | The White House. In Executive Office of the President (Ed.). | Open government directive | Washington, DC: Office of Management and Budget | 2009 | Government, directive | ||
| Public service value co creation | Kluvers, R. and Pillay, S. | Participation in the budgetary process in local government | Australian Journal of Public Administration | 2009 | Direct democracy is seen as a means of reengaging citizens in the political process. However, it is a contested concept that requires further development by being grounded in a specific context. This article reports on research undertaken in Victorian local government where the New Public Management (NPM) has been in evidence for a number of decades which according to the literature has impacted on accountability to the broader community. The possibility of consultation and citizen participation in the local government budgetary process was examined. The results reported suggest that participation in the budgetary decisions in local government is possible. | participation, New Public Management, local government | https://www.researchgate.net/publication/229648346_Participation_in_the_Budgetary_Process_in_Local_Government |
| Public service value co creation | Holmlid, S. | Participative, co-operative, emancipatory: From participatory design to service design. | Conference Proceedings ServDes.2009; DeThinking Service; ReThinking Design; Oslo Norway 24-26 November 2009 | 2009 | In the discourse of service design, terms such as platforms, transformation and co-creation have become part of what seems to be an emergent lingua franca. In the participatory design discourse, and the surrounding design traditions, related terms and ideas were developed. The development of the discourse of participatory design, during the last three decades of the 20th century, influence the way we understand the provisions for and possibilities of service design. The analysis is performed along three themes collected from the development of participatory design, and examples of how the legacy of participatory design has been appropriated are given. We conclude that the two disciplines share a basic structure consisting of involvement techniques, cooperative approaches, and emancipatory objectives. Moreover, some areas of future research for service design are identified. | participatory design, service design, cooperativer approaches | https://www.researchgate.net/publication/228629923_Participative_co-operative_emancipatory_From_participatory_design_to_service_design |
| Public Sector Innovation | Mohrer, J., Liberati, A., Tetzlaff, J. and D.G. Altman. | Preferred Reporting Items for Systematic Reviews and Meta-Analyses: The PRISMA statement | Annals of Internal Medecine 151 (4): 264-269 | 2009 | The aim of the PRISMA Statement is to help authors improve the reporting of systematic reviews and meta-analyses. We have focused on randomized trials, but PRISMA can also be used as a basis for reporting systematic reviews of other types of research, particularly evaluations of interventions. PRISMA may also be useful for critical appraisal of published systematic reviews. However, the PRISMA checklist is not a quality assessment instrument to gauge the quality of a systematic review. | PRISMA statement, systematic review, meta-analysis, research | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2707599/ |
| Public service value co creation | Talbot, C. | Public Value – the next 'big thing' in Public Management? | International Journal of Public Administration | 2009 | Are we about to enter a new era of public management? There are good reasons to think that this may be the case. This special issue of the InternationalJournal of Public Administration on “Public Value” was commissioned wellbefore the current global financial and economic crisis struck, but these eventsmay make the debate in these pages all the more salient. Public Value may,just possibly and as a result of the current tumultuous events, turn out to be thenext “Big Thing” in public management a lot faster than any thought possible. | public management, public value | https://tandfonline.com/doi/abs/10.1080/01900690902772059?src=recsys&journalCode=lpad20 |
| Public service value co creation | Meynhardt, T | Public Value Inside: What is Public Value Creation? | International journal of public administration | 2009 | The author develops building blocks for a non-normative public value theory. After a short overview of the rise of public value and challenges in defining public value, the constructs “value,” “public,” “public value,” and “public value creation” are systematically introduced by drawing on a range of philosophical, psychological, and economic concepts. Psychological accounts are identified as the key to understand public value creation. Derived from needs theory, four basic public value dimensions are proposed and related to a public value landscape. Consequences of this re-conceptualization of public value are discussed with special emphasis of the public sector. | public value, value creation, basic needs | https://www.tandfonline.com/doi/abs/10.1080/01900690902732632 |
| Public service value co creation | Bozeman B. | Public values theory: three big ques‑ tions | International Journal of Public Policy, 4(5), 369‑375 | 2009 | The "three big questions" of the title include: What is 'public value'?; Is public value different from the aggregation of private values?; Is it possible to identify and evaluate public values? The author provides qualified responses to each of these questions and then turns to the issue of public values and infrastructure, suggesting that infrastructure provides an especially useful laboratory for studying public value. First, infrastructure issues force an engagement of both public and private values and decisions about the nexus of the two. Second, infrastructures provide a good vantage point for studying both empirical and normative 'publicness'. | Public values, theory, questions | DOI:10.1504/IJPP.2009.025077 |
| Social Innovation | Gallouj F., Rubalcaba L. and Windrum P. | Public-private networks and service innovation in knowledge intensive services: a report of European case studies | ServPPIN project | 2009 | The research presented in this book expands both the breadth and the depth of knowledge on public-private sector innovation networks in service sectors (ServPPINs), and how these networks contribute to the knowledge society through the development of technological and non-technological innovations. Given the increasing prevalence of these networks, improved understanding of the processes and outputs of these innovation networks is important for the development of policy for the knowledge society | public-private partnership, networks, knowledge society | https://www.researchgate.net/publication/322342514_Public-private_innovation_networks_in_services_ServPPINs |
| Social Innovation | Sundbo J. | Public-private networks and service innovation in knowledge intensive services: a report of European case studies | ServPPIN project, WP5, Octobe | 2009 | Social innovations are often seen as the product of social entrepreneurs. This paper instead asserts that social innovations are also routinized. This is the result of the appearance of a new type of actors: Knowledge Intensive Social Services (KISS). Like Knowledge Intensive Business Services (KIBS), KISS are consultancy organizations that provide their clients with specific knowledge to assist them in their innovation efforts. KISS differ from KIBS in that KISS agents are specializing in social innovations. KISS also involve third party agents - public and private - in the service relationship. We show that these connecting activities are creating growing social innovation networks. Despite being very dependent on the initial KISS actor, such networks can become more robust by interacting with other social innovation networks. | Public-private networks, service innovation, knowledge intensive services | https://doi.org/10.1016/j.techfore.2020.120068 |
| Digital Transformation | Ragin C. | Reflections on casing and case-oriented research. | The Sage handbook of case-based methods (pp. 522–534) | 2009 | This book goes far beyond its predecessor in several important respects. First, it takes as its starting point the centrality of case-oriented research to contemporary social science and seeks to improve its practice. One implicit goal of Ragin and Becker (1992) was to make the case for case-oriented research by bringing the case concept to the foreground of social science discourse (see also Feagin et al. 1991). Comparing today with the early 1990s, it is clear that the status of case-oriented work has improved, and scholars can describe their work as case-oriented without feeling awkward or vulnerable to attack. Second, unlike its predecessor, which was short on practical advice, this Handbook is both conceptually oriented and practically oriented. It not only revisits conceptual issues addressed in the previous work but also raises an array of new issues, packaged around discussions of a variety of case-oriented techniques. The practical advice offered in the present book spans the entire spectrum of case-oriented inquiry, with a special emphasis on analytic /techniques that maintain the integrity of cases through the research process and also provide ways of viewing cases as coherent bundles of aspects and attributes (e.g. cluster analysis, correspondence analysis, singlecase probabilities, qualitative comparative analysis). Third, many of the contributions to this Handbook explicitly engage the realist perspective in some way. In essence, to posit cases is to engage in ontological speculation regarding what is obdurately real but only partially and indirectly accessible through social science. Bringing a realist perspective to the case question deepens and enriches the dialogue, clarifying some key issues while sweeping others aside. | research, case studies, social science | https://marcell.memoryoftheworld.org/David%20Byrne/The%20SAGE%20Handbook%20of%20Case-Based%20Methods%20(2580)/The%20SAGE%20Handbook%20of%20Case-Based%20Methods%20-%20David%20Byrne.pdf#page=541 |
| Social Innovation | Pyka A., Schön A. | Taxonomy of innovation, cooperation and networks in service industries | ServPPIN, European Commission | 2009 | In this discussion paper we develop a theory-based typology of innovation networks with a special focus on public-private collaboration. This taxonomy is theoretically based on the concept of life cycles which is transferred to the context of innovation networks as well as on the mode of network formation which can occur either spontaneous or planned. The taxonomy distinguishes six different types of networks and incorporates two plausible alternative developments that eventually lead to a similar network structure of the two types of networks. From this, important conclusions and recommendations for network actors and policy makers are drawn. | Taxonomy of innovation, cooperation, networks in service industries | https://www.econstor.eu/bitstream/10419/54762/1/683498916.pdf |
| Social Innovation | O’Leary R. and Bingham L.B. (eds) | The Collaborative Public Manager | Washington, DC: Georgetown University Press. | 2009 | Today's public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been the subject of an explosion of research in recent years. The Collaborative Public Manager brings together original contributions by some of today's top public management and public policy scholars who address cutting-edge issues that affect government managers worldwide. State-of-the-art empirical research reveals why and how public managers collaborate and how they motivate others to do the same. Examining tough issues such as organizational design and performance, resource sharing, and contracting, the contributors draw lessons from real-life situations as they provide tools to meet the challenges of managing conflict within interorganizational, interpersonal networks. This book pushes scholars, students, and professionals to rethink what they know about collaborative public management―and to strive harder to achieve its full potential. | public management, networks, collaboration, design, organizations | https://www.amazon.com/Collaborative-Public-Manager-Twenty-First-Management/dp/1589012232 |
| Social Innovation | Zirulia L. | The dynamics of networks and the evolution of industries: a survey of the empirical literature | Malerba F. and N.S. Vonortas eds. Innovation networks in industries, 45-77. Cheltenham: Edward Elgar | 2009 | Innovation Networks in Industries provides an extensive study in the fields of industry structure, firm strategy and public policy through the use of network concepts and indicators. It also elucidates many of the complexities and challenges involved. | Dynamics of networks, evolution of industries | https://ideas.repec.org/h/elg/eechap/12781_3.html |
| Public Sector Innovation | Farmer J.D., Foley D. | The economy needs agent-based modelling | Nature, vol. 460 pp. 685-686 | 2009 | The leaders of the world are flying the economy by the seat of their pants, say J. Doyne Farmer and Duncan Foley. There is, however, a better way to help guide financial policies. | Economy, agent-based modelling | DOI:10.1038/460685a |
| Public service value co creation | Liberati, A, Altman, D G, Tetzlaff, J, Mulrow, C | The PRISMA statement for reporting systematic reviews and meta-analyses of studies that evaluate healthcare interventions: explanation and elaboration | BMJ | 2009 | Systematic reviews and meta-analyses are essential to summarise evidence relating to efficacy and safety of healthcare interventions accurately and reliably. The clarity and transparency of these reports, however, are not optimal. Poor reporting of systematic reviews diminishes their value to clinicians, policy makers, and other users. Since the development of the QUOROM (quality of reporting of meta-analysis) statement-a reporting guideline published in 1999-there have been several conceptual, methodological, and practical advances regarding the conduct and reporting of systematic reviews and meta-analyses. Also, reviews of published systematic reviews have found that key information about these studies is often poorly reported. Realising these issues, an international group that included experienced authors and methodologists developed PRISMA (preferred reporting items for systematic reviews and meta-analyses) as an evolution of the original QUOROM guideline for systematic reviews and meta-analyses of evaluations of health care interventions. The PRISMA statement consists of a 27-item checklist and a four-phase flow diagram. The checklist includes items deemed essential for transparent reporting of a systematic review. In this explanation and elaboration document, we explain the meaning and rationale for each checklist item. For each item, we include an example of good reporting and, where possible, references to relevant empirical studies and methodological literature. The PRISMA statement, this document, and the associated website (www.prisma-statement.org/) should be helpful resources to improve reporting of systematic reviews and meta-analyses. | healthcare, evidence, efficacy and quality | https://www.ncbi.nlm.nih.gov/pubmed/19622552 |
| Living Labs | Eggers B. and Singh S. | The Public Innovators Playbook | Washington, DC: Harvard Kennedy School of Government. | 2009 | Now more than ever, government needs to embrace innovative approaches to daunting problems. The reason is simple: existing practices will not suffice. To have any hope of success, governments must embrace innovation as a core discipline, becoming adept at adopting new practices. Innovation must become part of the public sector DNA. In this book, authors William D. Eggers and Shalabh Singh lay out a blueprint for how to do this. The concrete insights they offer will prove invaluable to those public officials seeking to apply innovative solutions to unprecedented problems. As the authors point out, innovation can and does occur in the public sector. Too often, however, the public sector fails to actively promote innovation—a shortcoming this book can help rectify. | government, public sector, innovation, new practices, solutions | https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Public-Sector/dttl-ps-public-innovators-playbook-08082013.pdf |
| Social Innovation | Bolisani, E. and E. Scarso. | The role of KIBS in the technological renovation of local economies. Evidence from the computer services sector | International Journal of Entrepreneurship and Innovation Management 9 (1-2): 29-46 | 2009 | In the current economic climate, the survival of local production systems of small firms depends on their capability to keep pace with the technological progress. This requires the inclusion in innovation networks, where an important role is played by Knowledge-Intensive Business Services (KIBS) firms. The paper investigates the role of local KIBS companies as disseminators of innovations to regional production systems. A study of computer KIBS in the North-east of Italy is illustrated. The analysis provides insights into technology transfer seen as a process of knowledge communication and transfer, and the central role of KIBS in this process. | KIBS, technological renovation, local economies, services sector | DOI: 10.1504/IJEIM.2009.023843 |
| Digital Transformation | Mergel I., Schweik C.M. and Fountain J.E. | The transformational effect of Web 2.0 technologies on government. | Available at SSRN | 2009 | Web 2.0 technologies are now being deployed in government settings. For example, public agencies have used blogs to communicate information on public hearings, wikis and RSS feeds to coordinate work, and wikis to internally share expertise, and intelligence information. The potential for Web 2.0 tools create a public sector paradox. On the one hand, they have the potential to create real transformative opportunities related to key public sector issues of transparency, accountability, communication and collaboration, and to promote deeper levels of civic engagement. On the other hand, information flow within government, across government agencies and between government and the public is often highly restricted through regulations, specific reporting structures and therefore usually delayed through the filter of the bureaucratic constraints. What the emergent application and popularity of Web 2.0 tools show is that there is an apparent need within government to create, distribute and collect information outside the given hierarchical information flow. Clearly, these most recent Internet technologies are creating dramatic changes in the way people at a peer-to-peer production level communicate and collaborate over the Internet. And these have potentially transformative implications for the way public sector organizations do work and communicate with each other and with citizens. But they also create potential difficulties and challenges that have their roots in the institutional contexts these technologies are or will be deployed within. In other words, it is not the technology that hinders us from transformation and innovation – it is the organizational and institutional hurdles that need to be overcome. This paper provides an overview of the transformative organizational, technological and informational challenges ahead. | web 2.0, government 2.0, public sector reform, organizational transformation | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1412796 |
| Service Design | Styhre A. | Tinkering with material resources: Operating under ambiguous conditions in rock construction work | The Learning Organization 16 (5), p. 386-397 | 2009 | Ethnographic studies of, for instance, laboratory work show that practices never reach a full closure but are always open to contingencies and ambiguities, making it possible to accommodate new empirical findings. The aim of the paper is to demonstrate that this is true also for less “high‐brow” work in, for example, the construction industry. A case study of a Swedish rock construction company is reported. The study suggests that activities accruing less prestige than scientific laboratory work also share this basic openness. In rock construction work, there is always uncertainty involved when engaging material resources such as equipment, tools and technologies and when exploring literary previously unknown ground. Practice is therefore what is of necessity and is simultaneously enclosed in terms of drawing on a relatively stable specific set of know‐how, routines, beliefs, and norms, while remaining attentive to emerging events. Any practice must be regarded as resting on detailed know‐how and experience and therefore the management of seemingly “low‐skilled work” needs to be reconsidered as what is demanding informed vocabularies and insight in to the domain of practice. In theoretical terms the paper bridges practice theory, science and laboratory studies, and theory about construction work. In addition, the empirical study reported calls for a revaluation of the term “low‐skilled work”. | construction works, rocks, resources, working practices, Sweden | https://www.emerald.com/insight/content/doi/10.1108/09696470910974171/full/html |
| Service Design | Vargo, S.L. | Toward a transcending conceptualization of relationship: a servicedominant logic perspective | Journal of Business & Industrial Marketing | 2009 | The purpose of this paper is to propose and elaborate on a service‐dominant‐logic‐based conceptualization of relationship that transcends traditional conceptualizations. Design/methodology/approach – The paper consists of a review of traditional conceptualizations of relationship, a review of service‐dominant logic foundational premises that are useful in reframing the concept, and supporting views from the institutional economics and business ecosystems literature. Findings – A transcending, service‐dominant‐logic‐based conceptualization of relationship as a general term representing the network‐with‐and‐within‐network nature of value creation, with transactions as “temporal isolates” of relationships is suggested. Originality/value – This higher‐order conceptualization of relationship provides a foundation for better understanding the role of relationship in value creation, as well as its correspondence to transactions and products. | service dominant logic, business, network, value creation | https://www.academia.edu/22738803/Toward_a_transcending_conceptualization_of_relationship_a_service-dominant_logic_perspective |
| Social Innovation | Pestoff V. | Towards a paradigm of democratic participation: Citizen Participation and Co-Production of Personal Social Services in Sweden | Annals of Public and Cooperative Economics | 2009 | Many countries in Europe are now searching for new ways to engage citizens and involve the third sector in the provision and governance of social services in order to meet major demographical, political and economic challenges facing the welfare state in the 21st Century. Co‐production provides a model for the mix of both public service agents and citizens who contribute to the provision of a public service. Citizen participation involves several different dimensions: economic, social, political and service specific. The extent of citizen participation varies between different providers of welfare services, as too does user and staff influence. Empirical materials from a recent study of childcare in Sweden will be used to illustrate these points. However, the role of citizens and the third sector also varies between countries and social sectors. Third sector providers facilitate citizen participation, while a glass ceiling for participation exists in municipal and for‐profit providers. Moreover, co‐production takes place in a political context, and can be crowded‐in or crowded‐out by public policy. These findings can contribute to the development of a new paradigm of participative democracy. | engagement, social services, co-production, citizen participation, third sector | https://onlinelibrary.wiley.com/doi/full/10.1111/j.1467-8292.2009.00384.x |
| Public Sector Innovation | Ritala, P., Hurmelinna-Laukkanen, P., and K. Blomqvist. | Tug of war in innovation- coopetitive service development | International Journal of Service Technology and Management 12(3): 255-272 | 2009 | Innovative new services are increasingly being developed in close collaboration between different organisations. As part of this development, competing firms have started collaborating with each other. These firms face new challenges arising from the service context and the existence of competitive tensions. We present an explorative case study of Finnish mobile TV service development with a focus on inter-firm coopetition (simultaneous competition and cooperation). Our results carry implications in terms of the nature, the challenges and opportunities involved, and of the management of coopetitive service development. | Innovation, coopetitive service development | https://doi.org/10.1504/IJSTM.2009.02539 |
| Digital Transformation | Rainey, H. G. | Understanding and managing public organizations. | John Wiley & Sons. | 2009 | “For more than a decade, Rainey’s book has been a must-read for everyone in the community of public management in Korea, just like in many places all over the world. Undoubtedly, it provides a valuable resource for researchers and students who are interested in public management and applications of organization theory to public organizations. It is quite simply the best investigation of public organization and management that I’ve read.” —Young Han Chun, associate dean, Graduate School of Public Administration, Seoul National University | public management, public organizations | https://www.wiley.com/en-us/Understanding+and+Managing+Public+Organizations%2C+5th+Edition-p-9781118583715 |
| Social Innovation | Becheikh N., Halilem N., Jbilou J., Landry R. | Vers une conceptualisation de l’innovation dans le secteur public | Economies et Sociétés, série EGS, n°10, 4/2009, p. 579-614 | 2009 | Cet article vise un double objectif: 1) caracteriser l'innovation au sein des organisations du secteur public, et 2) degager les principaux determinants qui facilitent la generation ou l'adoption des innovations dans ce contexte. Se basant sur la methode des revues systematiques, les resultats permettent de constater la multi-dimensionnalite du concept. Ainsi, a la place d'une definition generique focalisant sur la nouveaute et les modifications apportees aux services ainsi qu'aux facons de les produire et de les livrer, nous proposons de capter la diversite des innovations du secteur public a partir de la distinction des differents aspects sur lesquels elles portent. Concernant les determinants, le leadership, la culture organisationnelle et les relations avec les instances superieures representent ceux les plus etudies dans la litterature et sont consideres comme critiques a l'innovation dans les organisations du secteur public. | Conceptualisation, l’innovation, secteur public | |
| Service Design | Davis, P. and West, K. | What do public values mean for public action? Putting public values in their plural place | The American Review of Public Administration | 2009 | Public values are moving from a research concern to policy discourse and management practice. There are, though, different readings of what public values actually mean. Reflection suggests two distinct strands of thinking: a generative strand that sees public value emerging from processes of public debate; and an institutional interpretation that views public values as the attributes of government producers. Neither perspective seems to offer a persuasive account of how the public gains from strengthened public values. Key propositions on values are generated from comparison of influential texts. A provisional framework is presented of the values base of public institutions and the loosely coupled public propositions flowing from these values. Value propositions issue from different governing contexts, which are grouped into policy frames that then compete with other problem frames for citizens’ cognitive resources. Vital democratic commitments to pluralism require public values to be distributed in competition with other, respected, frames. | public values, modeling, value framing regime, values conflict, plurality | https://journals.sagepub.com/doi/10.1177/0275074008328499 |
| Social Innovation | Ankestyrelsen. | §18-Redegørelsen 2009: Det kommunale samarbejde med frivillige sociale foreninger - En kvantitativ analyse af kommunernes fordeling af §18-midler | København: Socialministeriet | 2010 | Communerne udbetalte i 2012 mere i støtte til det frivillige sociale arbejde efter servicelovens § 18, end de modtog i bloktilskud. Det var første gang siden 2009, at kommunerne udbetalte mere end det modtagne statstilskud. Det bloktilskud, som staten udbetalte til kommunerne i 2012 til det lokale, frivillige sociale arbejde, udgjorde for hele landet 153,5 mio. kr. Kommunerne udbetalte i 2012 156,2 mio. kr. på landsplan. De udbetalte således 2,7 mio. kr. mere i § 18-støtte, end de modtog i statstilskud, svarende til 102 pct. af det samlede statstilskud målrettet det frivillige sociale arbejde. I mere end en tredjedel af kommunerne blev der udbetalt mere til det frivillige sociale arbejde end kommunerne mod-tog i bloktilskud. Omvendt udbetalte hver fjerde kommune mindre end 50 pct. af statstilskuddet som § 18-støtte. | Kommunale samarbejde, kvantitativ analyse, kommunernes fordeling | https://docplayer.dk/3531147-Det-kommunale-samarbejde-med-frivillige-sociale-foreninger.html |
| Service Design | Stickdorn, M. | 5 principles of service design thinking | Amsterdam BIS Publishers | 2010 | This book outlines a contemporary approach for service innovation. »This is Service Design Thinking.« introduces a new way of thinking to beginners but also serves as a reference for professionals. It explains the approach, its background, process, methods and tools — and connects theory to contemporary case studies. | service design, service innovation | http://thisisservicedesignthinking.com |
| Public Sector Innovation | Furrer O. | A customer relationship typology of product services strategies | Gallouj, F. and F. Djellal eds. The Handbook of Innovation and Services. A Multi- Disciplinary Approach, 679-721. Cheltenham: Edward Elgar | 2010 | With the advent of the service economy (Gadrey, 2005), product services (i.e., services off ered as complements to tangible products) have taken on critical roles in the competitive arsenal of many manufacturing fi rms (Furrer, 1997, 1998; Gebauer et al., 2005; Malleret, 2006). For example, IBM has become a service provider more than a manufacturer of tangible products (BusinessWeek, 2005). Following Anderson and Narus (1995), this chapter considers product services to include much more than after-sales service, such as technical problem-solving, equipment installation, training or maintenance. Rather, product services also include programs that help customers design their products or reduce their costs, as well as rebates or bonuses that infl uence how customers conduct business with a supplier. Despite their increasing managerial importance, academic research on the strategic role of product services remains embryonic (see Bowen et al., 1989; Dornier, 1990; Furrer, 1997; Horovitz, 1987; Mathe and Shapiro, 1993), and the concept still appears vague and ambiguous. Nor has existing research integrated product services into a coherent concep-tual framework. Therefore, this chapter further refi nes the concept of product services and integrates it into a relationship marketing framework (Berry, 1995; Sheth and Parvatiyar, 1995), which suggests a consistent and managerially relevant typology of product services strategies. The remainder of this chapter is organized as follows. First, in section 29.2, I defi ne product services and discuss their strategic role, which depends on their position on the tangible product–service continuum. In section 29.3 I present a typology of four product service strategies – discount strategy, relational strategy, individual strategy and outsourcing strategy – illus-trated by best practice examples that highlight the value-creation mecha-nisms. I then present in section 29.4 the required conditions for successful implementations of product service strategies. Section 29.5 concludes. 29.2 Product services: a defi nition One of the fi rst defi nitions of the concept of product services, proposed by Caussin (1955), highlights the measures that a supplier takes to facilitate 702 The handbook of innovation and services the choice, purchase and use of a tangible product. Later, Horovitz (1987) defi ned product services further as all the benefi ts expected by a customer that go beyond the core product. Similarly, Davidow and Uttal (1989) refer to product services as the features, acts and information that increase customers' ability to leverage the value of a tangible or intangible core product. On the basis of an extensive literature review, Furrer (1997, 99) proposes the following comprehensive defi nition: Product services are services that are supplied complementary to a product to facilitate its choice and its purchase, to optimize its use and to increase its value for customers. For the fi rm providing them, they are a direct and indirect source of profi t: direct because they are often more profi table than the product they surround and indirect because when expected by customers they induce demand for the product and are a source of diff erentiation on the fi rm's off ering. | Customer, typology, product, services, strategies | https://doi.org/10.4337/9781849803304.00044 |
| Public Sector Innovation | Fuglsang L. | Bricolage and invisible innovation in public service innovation | Journal of Innovation Economics, 2010/1, n°5, p. 67-87 | 2010 | The purpose of the paper is to discuss how the definitions of innovation must be extended in order to analyse innovation in a public service-institution and uncover the reality of innovation in such an institution. A case study of home-help for the elderly has been carried out. Interviews with top-management, middle management as well as nurses and home helpers have been conducted. The case-study shows that innovation is a core activity and that process-based concepts such as “ad hoc innovation” (Gallouj & Weinstein, 1997), “a posteriori recognition of innovation” (Toivonen et al., 2007) and “bricolage” (see e.g. Styhre, 2009) are highly relevant to understanding and analysing development processes in this context. These concepts point to a more process- and practise-based approach to innovation. | services, innovation, public sector | https://www.cairn.info/revue-journal-of-innovation-economics-2010-1-page-67.htm?contenu=resume |
| Public Sector Innovation | Powell, M., Greener, I., Szmigin, I, Doheny, S. and Mills, N. | Broadening the focus of public service consumerism | Public Management Review | 2010 | The figure of the consumer has been central to the UK New Labour government's approach to reforming public services. However, this article is critical of the narrow debate of the Government and its critics around the consumer as chooser. It aims to broaden the debate by drawing attention to relatively neglected historical, geographical and conceptual material on consumerism in order to present a wider view of the consumer of public services. | choice, consumer, public services, typology | https://www.tandfonline.com/doi/abs/10.1080/14719030903286615 |
| Public service value co creation | Jung, T | Citizens, co-producers, customers, clients, captives?: A critical review of consumerism and public services | Public management review | 2010 | Consumerism and choice have become prominent ideas in the design and delivery of public services. Often perceived as a way to improve the quality and value of public services, potential downsides and areas of concern that relate to a consumerist approach are frequently ignored. This review essay takes a critical stance on the application of a consumerist discourse to public service provision and management by exploring four key areas of concern: definitional problems, questions about the concept's transferability from a private to a public sector setting, the problematic nature of ‘choice’, and difficulties associated with implementing consumerist ideas within public service contexts | citizens, consumers, customers, clients, consumerism, public services | https://www.tandfonline.com/doi/abs/10.1080/14719031003787940 |
| Social Innovation | Bommert B. | Collaborative innovation in the public sector | International Public Management Review | 2010 | This article claims that there is a need for a new form of innovation in the public sector because bureaucratic (closed) ways of innovating do not yield the quantity and quality of innovations necessary to solve emergent and persistent policy challenges. Based on these shortcomings the article defines a set of criteria, which a suitable form of public sector innovation needs to fulfill. The article shows that collaborative innovation meets these criteria because it opens the innovation cycle to a variety of actors and taps into innovation resources across borders, overcomes cultural restrictions and creates broad socio-political support for public sector innovation. The article highlights risks and issues associated with collaborative innovation and that the concept should not be discarded on these grounds since there is no suitable alternative to tackle emergent and persistent challenges. Finally, the article suggests capacities, which government needs to develop to successfully implement collaborative innovation. However as research on innovation in the public sector is rather thin the article suggests a map for further research to substantiate the role of collaborative innovation in the public sector. | public sector innovation, collaboration, research agenda | http://journals.sfu.ca/ipmr/index.php/ipmr/article/view/73 |
| Social Innovation | Sørensen E. and Torfing J. | Collaborative Innovation in the Public Sector: An Analytical Framework | Working paper n°1/2010, Research project Collaborative Innovation in the Public Sector (CLIPS) funded by the Danish Strategic Research Council, Roskilde: Roskilde Universitet. | 2010 | This paper aims to discuss the need and conditions for public innovation and to analyse how multi-actor collaboration can enhance public innovation through the facilitation of creative learning, the production of joint ownership and the exercise of metagovernance aiming to sustain drivers and remove barriers to collaborative innovation. Section 2 focuses on the needs and conditions for innovation in the public sector. Section 3 defines innovation, identifies the constitutive phases in innovation processes and highlights the role and impact of collaboration. Section 4 explores different theoretical advances in the social sciences that support the idea of collaborative innovation. Section 5 identifies some key dimensions in the analysis of collaborative innovation in the public sector. Section 6 provides some empirical insights into how collaborative innovation can be enhanced through organisational reform and innovation management. Finally, the conclusion presented in section 7 reflects on the ambiguous impact of New Public Management (NPM) on collaborative innovation and points to the need for the development of a NPM 2.0. | public innovation, collaboraton, theory, evidence, NPM | https://rucforsk.ruc.dk/ws/portalfiles/portal/32897073/Working_paper_no._1._STUDIES_IN_COLLABORATIVE_INNOVATION_1_.pdf |
| Service Design | Verhoest K. | Common data in the COBRA research – an outline | Public Management Institute, Katholieke Universiteit Leuven | 2010 | Aim of document: In this document we develop a common data set which the Cobra-partners aim to develop for their own country or area under research. In this document the data set is formulated in questions, as surveys would be the main method for gathering data that has been used by the early COBRA partners (Belgium-Flanders, Ireland, Norway). However, these data can be gathered also by other means, such as documentation analysis (legalisation, year reports and so on) and structured interviews. The aim is ultimately to develop a cross-national compatible database on public sector organisations. We refer such surveys, interviews or document analysis by the term ‘data gathering‘ in the remainder of the document. We distinguish three levels of commonality in data sets. For each cluster of issues we develop a set of questions on each level, drawing from the original Flemish, Norwegian and Irish surveys. By using this document each new partner should be able to construct its own database, takeninto account the obliged and optional questions set and the particularities of its own country. | COBRA, survey, questionning, data, analysis | https://soc.kuleuven.be/io/cost/survey/surv_core.pdf |
| Service Design | Wetter-Edman, K. | Comparing design thinking with service dominant logic | Design research journal, 2(2), 39-45 | 2010 | Design tradition takes the user as a starting point and focuses on his or her needs, wants and expectations. Recently, within the service marketing/management area, the user has been highlighted not only as “the king”, but as the only one to determine value. This new logic is termed Service Dominant Logic. Some of the key principles underlying Service Dominant Logic (SDL) and Design Thinking. (DT) are strikingly similar. Even if the two concepts stem from different backgrounds, both are deeply concerned with the creation of value and the importance of understanding the users/customers. This similarity could be a fruitful ground for further intellectual discussion concerning the development of the service concept. This paper presents the characteristics of SDL to the design community and compares SDL with the central characteristics of DT. The aim of this paper is to explore possible connections and overlaps between SDL and DT. The paper suggests the connections to be complementary, and some practical implications of the use of SDL for design thinking and service design practice are proposed. | design thinking, SDL, value, user centered | http://www.ep.liu.se/ecp/059/016/ecp09059016.pdf |
| Public Sector Innovation | Van Slyke, D.M., O’Leary, R. and Kim, S. | Conclusion: challenges and opportunities, crosscutting themes, and thoughts on the future of Public Administration | In 'The Future of Public Administration Around the World', Georgetown University Press: Washington. | 2010 | All academic disciplines have had enduring theoretical, empirical, methodological, and conceptual debates. Since the debate between Waldo and Simon, there has been continued unrest in the academic field of public administration. Such field definition and debate by Waldo, Simon, and others is a trend line that has continued over the course of the Minnowbrook meetings. Though scholars may no longer “genuflect” as a sign of reverence to either Waldo or Simon, the camps and general axioms by which scholars define themselves have retained a more lasting currency. | public administration, research agenda | https://archives.kdischool.ac.kr/handle/11125/29168 |
| Social Innovation | Martinelli, F., Moulaert, F. and González, S. | Creatively designing urban futures: a Transversal analysis of socially innovative initiatives | in Moulaert, F., Martinelli, F., Swyngedouw, E. and González, S. (eds.), Can neighbourhoods save the city? Community development and social innovation, London: Routledge, pp. 198–218 | 2010 | For decades, neighbourhoods been pivotal sites of social, economic and political exclusion processes, and civil society initiatives, attempting bottom-up strategies of re-development and regeneration. In many cases these efforts resulted in the creation of socially innovative organizations, seeking to satisfy the basic human needs of deprived population groups, to increase their political capabilities and to improve social interaction both internally and between the local communities, the wider urban society and political world. | Urban futures, socially innovative initiatives | https://doi.org/10.4324/9780203849132 |
| Digital Transformation | Georgellis, Yannis, Iossa, Elisabetta & Tabvuma, Vurain. | Crowding out intrinsic motivation in the public sector | Journal of Public Administration Research and Theory, 21(3), 473-493 | 2010 | Employing intrinsically motivated individuals has been proposed as a means of improving public sector performance. In this article, we investigate whether intrinsic motivation affects the sorting of employees between the private and the public sectors, paying particular attention to whether extrinsic rewards crowd out intrinsic motivation. Using British longitudinal data, we find that individuals are attracted to the public sector by the intrinsic rather than the extrinsic rewards that the sector offers. We also find evidence supporting the intrinsic motivation crowding out hypothesis, in that, higher extrinsic rewards reduce the propensity of intrinsically motivated individuals to accept public sector employment. This is, however, only true for two segments of the UK public sector: the higher education sector and the National Health Service. Although our findings inform the literature on public service motivation, they also pose the question whether lower extrinsic rewards could increase the average quality of job matches in the public sector, thus improving performance without the need for high-powered incentives. | Intrinsic motivation, public sector | DOI:10.2307/25836116 |
| Public service value co creation | Osborne, S.P. | Delivering Public Services: Time for a New Theory? | Public Management Review, 12: 1–10 | 2010 | Public services, new theory | https://doi.org/10.1080/14719030903495232 | |
| Digital Transformation | OECD. | Denmark: Efficient e-Government for Smarter Public Service Delivery | OECD e-Government Studies. OECD Publishing | 2010 | Efficient e-Government, public service delivery | https://doi.org/https://doi.org/10.1787/9789264087118-en | |
| Public Sector Innovation | Toivonen M. | Different types of innovation processes in services and their organisational implications | Gallouj F. Djellal F. (eds), The handbook of innovation and services, Edward Elgar, p. 221-249 | 2010 | Marja Toivonen 10.1 Introduction Since the mid-1990s, innovation in services has aroused growing interest and studies on this topic are today accumulating rapidly. One of the observations confirmed in several studies is that innovation activities in service sectors and service firms are less systematic than in the industrial context. Researchers have usually linked this observation to the fact that service firms only rarely have research and development (R&D) departments for innovation activities. Rather, these activities are distributed within the firm; they are conducted, for example, in connection with strategic planning, training and market development (Coombs and Miles, 2000; Djellal and Gallouj, 2001; Preissl, 2000). Many researchers have emphasised that this finding should not lead us to conclude that service firms are less innovative than industrial firms. On the contrary, we should broaden our view about the organisation of innovation, and strive for a better understanding of other forms of innovation activities in addition to those concentrating on the conduct of R&D (Hipp and Grupp, 2005). Three main approaches can be identified in studies that aim at revealing alternative forms of innovation – important in services but remaining hidden if the starting point is a manufacturing-based innovation paradigm and accompanying indicators. The first approach focuses on quantitative innovation surveys and in this context has tried to develop such new indicators that are better applicable in services than the earlier ones. Both input and output indicators have been suggested. As regards the former, investments in human resources have been highlighted in... | services, innovation | https://www.elgaronline.com/view/9781847205049.00021.xml |
| Public Sector Innovation | Kesting P., Ulhoi J.P. | Employee-driven innovation: extending the license to foster innovation | Management Decision, 48 (1), p. 65-84 | 2010 | The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation (EDI). This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI. The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naïve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way. The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested. EDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees. This is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that. | innovation, employees participation, decision-making, organizational culture, human capital | https://www.emerald.com/insight/content/doi/10.1108/00251741011014463/full/html |
| Social Innovation | Bland T., Bruk B., Kim D., and Lee K. T. | Enhancing Public Sector Innovation: Examining the Network-Innovation Relationship | The Innovation Journal: The Public Sector Innovation Journal | 2010 | Communities around the country are facing an increasing number of problems for which traditional government action is failing. This has led to a growing realization that the public sector must increase its capacity to innovate. In an effort to do so, the public sector has increasingly turned to networks of public, private, and non-profit organizations. While a considerable body of academic research has examined the relationship between collaboration and innovation, the research has focused primarily on the network’s capacity to generate new ideas. Recognizing that innovation is a dynamic and iterative process, which includes the generation, acceptance, and implementation of a new idea or approach to an issue, we argue that previous studies have provided for a somewhat limited understanding of this relationship. Consequently, these studies have provided little to no practical guidance for public managers. To address this gap in the literature, the present study makes a first step in the development of a management perspective on the relationship between collaboration and innovation. In doing so, we present an exploratory case study of the Texoma Regional Consortium, a regional partnership that brought together Texas and Oklahoma workforce development efforts, that suggests the design, development, and institutionalization of specific mechanisms (integration, dialogue, and coordination) to facilitate the use of the network form of governance for the specific purposes of public sector innovation. | public sector, innovation, collaboration, networks | https://www.semanticscholar.org/paper/Enhancing-Public-Sector-Innovation%3A-Examining-the-Bland-Bruk/36a535d0db61c682a3bf3cd6a979c4f119bfeab8 |
| Digital Transformation | Axelsson, Karin, Melin, Ulf & Lindgren, Ida. | Exploring the importance of citizen participation and involvement in e-government projects: practice, incentives, and organization | Transforming Government: People, Process and Policy, 4(4), 299-321 | 2010 | Purpose – The purpose of this research is to investigate if, and in that case, how and what the e-government field can learn from user participation concepts and theories in general information systems (IS) research. It aims to contribute with further understanding of the importance of citizen participation and involvement within the e-government research body of knowledge and when developing public e-services in practice. Design/methodology/approach – The analysis in the paper is made from a comparative, qualitative case study of two e-government projects. Three analysis themes are induced from the literature review; practice of participation, incentives for participation, and organization of participation. These themes are guiding the comparative analysis of our data with a concurrent openness to interpretations from the field. Findings – The main results in this paper are that the e-government field can get inspiration and learn from methods and approaches in traditional IS projects concerning user participation, but in e-government, methods are also needed to handle the challenges that arise when designing public e-services for large, heterogeneous user groups. Citizen engagement cannot be seen as a separate challenge in e-government, but rather as an integrated part of the process of organizing, managing, and performing e-government projects. Analysis themes of participation generated from literature; practice, incentives and organization can be used in order to highlight, analyze, and discuss main issues regarding the challenges of citizen participation within e-government. This is an important implication based on this paper that contributes both to theory on and practice of e-government. Practical implications – Lessons to learn from this paper concern that many e-government projects have a public e-service as one outcome and an internal e-administration system as another outcome. A dominating internal, agency perspective in such projects might imply that citizens as the user group of the e-service are only seen as passive receivers of the outcome – not as active participants in the development. By applying the analysis themes, proposed in this paper, citizens as active participants can be thoroughly discussed when initiating (or evaluating) an e-government project. Originality/value – The paper addresses challenges regarding citizen participation in e-government development projects. User participation is well researched within the IS discipline, but the e-government setting implies new challenges that are not explored enough. | Citizen participation, e-government projects, practice, incentives, organization | DOI:10.1108/17506161011081309 |
| Public Sector Innovation | Schramm C.J., Baumol W.J. | Foreword | Maglio P.P., Kieliszewski C.A. and Spohrer | 2010 | Using a cross-section of Nasdaq and NYSE-listed foreign companies, we examine the impact of financial and innovation variables on the registration. We find a strong association between the variables and Nasdaq. This suggests that Nasdaq-type financial stock market has a link with the enterpreneurial ecosystem. The availability of high-tech firms is strongly associated with funding and research availabilities. | Foreword | http://people.stern.nyu.edu/wbaumol/BaumolPublications7-26-2012.pdf |
| Public service value co creation | Moynihan, D. P. | From performance management to democratic performance governance | In 'The Future of Public Administration Around the World', Georgetown University Press: Washington | 2010 | A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors—both seasoned and new—for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this—nor is there ever likely to be another—in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration. | public administration, public management, Minnowbrook, governance, future challenges | https://books.google.com.mx/books?hl=es&lr=&id=kTdK6SUAd8QC&oi=fnd&pg=PA21&dq=%E2%80%98From+performance+management+to+democratic+performance+governance%E2%80%99&ots=vvzsmh11vg&sig=IXgpDYMOWxMGRs8HJwH6bQIKkD8#v=onepage&q=%E2%80%98From%20performance%20management%20to%20democratic%20performance%20governance%E2%80%99&f=false |
| Service Design | A. Lomi, E.R. Larsen, and F.C. Wezel. | Getting there: Exploring the role of expectations and preproduction delays in processes of organizational founding | Organization Science, 21:132–149 | 2010 | Because of preproduction delays, environmental conditions at founding cannot explain organization-building decisions taken earlier. As a consequence, environmental conditions at founding cannot explain organizational founding. Future levels of resource availability may be estimated, but not directly observed by potential entrepreneurs at the time at which they decide to enter preproduction. In this paper, we take these considerations as our starting point to build a dynamic feedback model of organization founding. According to the model, organizational founding is driven by expectations that entrepreneurs form about future levels of resources and, only indirectly, by current levels of population density. We explore the behavior of the model under a variety of experimental conditions. We show that the qualitative behavior of the model is consistent with studies that have linked the duration of preproduction stage with fluctuations in density during population maturity. Our simulation analyses sustains three main conclusions. First, historical trajectories of organizational populations that are consistent with empirical observations may be produced by mechanisms that are not directly dependent on density. Second, alternative hypotheses about how expectations are formed produce qualitatively different historical trajectories of density. Third, fluctuations in numbers of organizations are linked to specific aspects of individual organization-building decisions. | Expectations, preproduction delays, processes of organizational founding | https://doi.org/10.1287/orsc.1090.0437 |
| Public service value co creation | Kennett, P. | Global perspectives on governance | In 'The New Public Governance?', Routledge: Oxon. | 2010 | The concepts of globalization and governance are firmly established within public policy debates. However, the dynamics, nature and implications of the relationship between globalization and governance are fiercely contested. This chapter will begin by examining various definitions of the concepts and the linkages between them. It will then go on to consider the spaces and practices of governance under the condition of globalization. It will focus particularly on the emergence of the institutional structures of global governance, the key actors, dynamics and practices of public governance. The remainder of the chapter will consider whether new forms and layers of decision-making and participation herald the arrival of a new multi-layered public governance. | multi-layered governance, globalization, institutional set-up | https://www.taylorfrancis.com/books/e/9780203861684/chapters/10.4324/9780203861684-9 |
| Service Design | Enjolras B. | Gouvernance verticale gouvernance horizontale et économie sociale et solidaire : le cas des services à la personne | Géographie, économie et société, 12 (1), p. 15-30 | 2010 | The approach in terms of new governance gives a significant place to civil society’s actors both within policy-making and policy implementation processes. The issue of governance has to be understood against the backdrop of the erosion of state’s prerogatives in industrialized countries. The governance perspective mirrors a move of the focus on public organizations toward an increased interest on actors’ networks. This article is concerned with the conceptualization of two perspectives on governance- one state-centered, the other centered on civil society- and attempts to draw some conclusions for the empirical analysis of governance processes. In a first place, the article develops the concept of “governance regime” which allows highlighting the plurality of modalities in which state and civil society relate to each others. The second part of the article contrasts this “vertical” approach to governance with a civil society-centered “horizontal” approach where civil society ability to self-organize and to cooperate within networks is under focus. In conclusion the article argues for the development of research articulating those two perspectives. | governance, social and solidarity eonomy, network, governance regimes, personal services | https://www.cairn-int.info/article-E_GES_121_0015--vertical-governance-horizontal.htm#xd_co_f=MjU0ZmUxZGU4YThmN2NiMzkxODE1NjY0MDI5MjgwNjE=~ |
| Social Innovation | Kooiman, J. | Governance and governability | In 'The New Public Governance?', Routledge: Oxon | 2010 | This chapter is not about governance in general. There are several introductions available giving a fair picture of the many approaches to the concept . Three features are common to them: they reflect the growth of social, economic and political interdependencies; governance is a matter of public as well as private actors; and dividing lines between public and private sectors become blurred. They differ mainly by directing themselves at a particular level, such as local, European or global governance, or by focusing on a particular form or aspect, such as network, multi-level, or participatory governance. The governance perspective discussed in this chapter fits more in the second group looking at governance as a societal phenomenon to be studied at all levels. In its theoretical framework, interactions are given a central place as it takes as its (normative) starting point that the solving of major problems and the creation of major opportunities in modern societies are a combined responsibility of state, market and civil society together – be it in different and shifting combinations of interactions between actors and institutions within and between them. The more detailed elaboration of the governance approach now becomes part of the broader governability concept consisting of a system-to-begoverned (SG), a governing system (GS) and the interactions between the two (GI). The first part of the chapter is devoted to the interactive governance perspective as such, and the governability framework forms the second part of this chapter. | governance, participation, accountability, New Public Management | https://doi.org/10.1057/9780230512641_4 |
| Public Sector Innovation | J.C. (eds.). | Handbook of Service Science | Springer, New York, pp. ix-xi | 2010 | Handbook, service science | http://www.gbv.de/dms/zbw/609796216.pdf | |
| Public Sector Innovation | Zhao, Y., Zhou, W. and S. Huesig. | Innovation as clusters in knowledge intensive business services: taking ICT services in Shangai and Bavaria as an example | International Journal of Innovation Management 14(1): 1-18 | 2010 | Due to the quick advancement of science and technology, the services sector which has a high content of knowledge and technology has experienced globally expeditious development in the past decade. Development in general and the growth of Knowledge Intensive Business Services (KIBS) such as Information and Communication Technology services (ICT services) in particular are at the core of the major trends that are restructuring the economic landscape of not only German but also Chinese economies. In Germany, in the new era of service economy, more emphases are put on KIBS instead of the traditional giant clusters of steel manufacturing and auto manufacturing. Especially in Bavaria, high technology clusters are prospering. The ICT services in Bavaria accounts for 40% of all software companies in Germany. A lot of ICT services clusters can be found, including IT Speicher, FIWM, BICC-NET, etc. Similar cases can be found in Shanghai, where a number of government driving as well as market pulling ICT services cluster are also coming into being. Previous empirical evidence shows an asymmetric bipolarity in the location behavior of KIBS. There is a general predominance of low concentration due to equal diffusion of these services in many regions, and a high concentration in some regions located at the top of the spatial hierarchy, particularly capital cities. The current exploratory research, drawing upon cluster theory and network theory, aims at discovering the cluster features both from the perspective of the company executives in the cluster. Using the data collected through interviews and questionnaire surveys from company managers, incorporated with current theoretical framework and, through integration and analysis, important features of the cluster such as network mechanism are calculated both in Bavaria and Shanghai. We check the supply side as well as the demand side of the reasons why clusters are formulated in the first place, and they both have a positive effect on the network mechanism of the cluster. The network mechanism has a positive effect on innovation performance of the ICT service companies. The reasons are also discussed. Suggestions are provided for policy making about the KIBS cluster forming for both regions and the cooperation in these fields, especially in terms of service outsourcing relationship. Valuable implications for deciding the location for a KIBS company on the firm level are also provided. | Innovation, clusters, knowledge intensive business services | DOI:10.1142/S1363919610002520 |
| Social Innovation | Ahrweiler, P. | Innovation in complex social systems | London: Routledge | 2010 | Innovation is the creation of new, technologically feasible, commercially realisable products and processes and, if things go right, it emerges from the ongoing interaction of innovative organisations such as universities, research institutes, firms, government agencies and venture capitalists. Innovation in Complex Social Systems uses a "hard science" approach to examine innovation in a new way. Its contributors come from a wide variety of backgrounds, including social and natural sciences, computer science, and mathematics. Using cutting-edge methodology, they deal with the complex aspects of socio-economic innovation processes. Its approach opens up a new paradigm for innovation research, making innovation understandable and tractable using tools such as computational network analysis and agent-based simulation. This book of new work combines empirical analysis with a discussion of the tools and methods used to successfully investigate innovation from a range of international experts, and will be of interest to postgraduate students and scholars in economics, social science, innovation research and complexity science. | Innovation, complex, social systems | https://www.routledge.com/Innovation-in-Complex-Social-Systems/Ahrweiler/p/book/9780415632362 |
| Public Sector Innovation | Rangel, T. and J. Galende. | Innovation in public-private partnerships (PPPs): the Spanish case of highway concessions | Public Money and Management (30)1: 49-54 | 2010 | This article identifies the factors that determine innovation in transport PPPs in Spain. Innovation is an important way of achieving efficiency but it is not an intrinsic characteristic of PPP projects. The authors describe the multiple regression model they devised to estimate innovation. The results show that PPP contracts can be designed to maximize innovation in R&D. However, there does not appear to be greater innovation in any other areas. The information provided has important implications for public service organizations considering new contracts with the private sector. | Innovation, public-private partnerships | DOI:10.1080/09540960903492380 |
| Public Sector Innovation | Moore, M, & Hartley, J | Innovations in governance | 2010 | This article explores a special class of innovations - innovations in governance – and develops an analytical schema for characterizing and evaluating them. To date, the innovation literature has focused primarily on the private rather than the public sector, and on innovations which improve organizational performance through product and process innovations rather than public sector innovations which seek to improve social performance through re-organizations of cross-sector decision-making, financing and production systems. On the other hand, the governance literature has focused on social co-ordination but has not drawn on the innovation literature. The article uses four case studies illustratively to argue that innovations in governance deserve greater attention theoretically. Further, it argues that five inter-related characteristics distinguish public sector innovations in governance from private sector product and process innovations. Innovations in governance: go beyond organizational boundaries to create network-based decision-making, financing, decision-making, and production systems; tap new pools of resources; exploit government's capacity to shape private rights and responsibilities; redistribute the right to define and judge value; and should be evaluated in terms of the degree to which they promote justice and the development of a society as well as their efficiency and effectiveness in achieving collectively established goals. | Innovations, governance | https://doi.org/10.1080/14719030701763161 | |
| Digital Transformation | Laar, M. | Interview with Stephen J. Dubner, Freakonomics Radio | Freakonomics Radio podcast, 24 March | 2010 | Interview, Stephen J. Dubner | ||
| Public service value co creation | Osborne, S P | Introduction The (New) Public Governance: a suitable case for treatment? | London: Routledge | 2010 | More than a decade has passed since the publication of Christopher Hood’s influential piece that codified the nature of the New Public Management (NPM) paradigm (Hood 1991). At that time it seemed likely, certainly within the Anglo-American research community, that this paradigm would sweep all before it in its triumphal recasting of the nature of our discipline – in theory and in practice. A hundred-odd years of the hegemony of Public Administration (PA) in the public sphere seemingly counted for nothing in this momentous shift. Since then, though, the debate on the impact of the NPM upon the discipline, and indeed about whether it is a paradigm at all (Gow and Dufour 2000), has become more contested. | Public governance | |
| Social Innovation | Teigen, H., Skjeggedal, T. & Skålholt, A. | Kommunesektorens Innovasjonsarbeid – ein analyse av verkemidlar og verkemiddelaktørar (Innovation in municipalities) | ØF-report 11/2010. Lillehammer: Østlandsforskning | 2010 | This report presents for the first time an extensive analysis of innovation in the municipality sector in Norway. The public sector is comprehensive and the performance of the welfare society is dependent on this sector being innovate. The report is based on two nationwide surveys, and a series of interviews with key informants at county and municipality level in government. Of the two surveys one is conducted by this project and the other by Statistics Norway (SSB). The analysis is also supplied with other relevant information about innovation in the municipality sector. | innovation, local government, Norway, survey | https://www.ostforsk.no/publikasjoner/kommunesektorens-innovasjonsarbeid-ein-analyse-av-verkemiddel-og-verkemiddelaktorar/ |
| Public service value co creation | Bason, C. | Leading public sector innovation : co-creating for a better society | Bristol: Policy Press. | 2010 | In a time of unprecedented turbulence, how can public sector organisations increase their ability to find innovative solutions to society's problems? "Leading public sector innovation" shows how government agencies can use co-creation to overcome barriers and deliver more value, at lower cost, to citizens and business. Through inspiring global case studies and practical examples, the book addresses the key triggers of public sector innovation. It shares new tools for citizen involvement through design thinking and ethnographic research, and pinpoints the leadership roles needed to drive innovation at all levels of government. "Leading public sector innovation" is essential reading for public managers and staff, social innovators, business partners, researchers, consultants and others with a stake in the public sector of tomorrow. "This is an excellent book, setting out a clear framework within which the practical issues involved in public sector innovation are explored, using insights drawn from extensive practical experience of implementing and supporting it. It draws on an impressive range of research and relevant wider experience in both public and private sectors and is written in a clear and persuasive style. The book offers an excellent synthesis of principles, practices and tools to enable real traction on the innovation management problem - and it ought to find a place on any manager's bookshelf." John Bessant, Director of Research and Knowledge Transfer and Professor of Innovation and Entrepreneurship, University of Exeter Business School | public sector, innovation, co-creation, experience, innovation leaders | https://www.amazon.es/Leading-Public-Sector-Innovation-Co-Creating/dp/1847426336 |
| Public Sector Innovation | Bason, C. | Leading Public Sector Innovation: co-creating for a better society | Bristol: The Policy Press | 2010 | In a time of unprecedented turbulence, how can public sector organisations increase their ability to find innovative solutions to society's problems? "Leading public sector innovation" shows how government agencies can use co-creation to overcome barriers and deliver more value, at lower cost, to citizens and business. Through inspiring global case studies and practical examples, the book addresses the key triggers of public sector innovation. It shares new tools for citizen involvement through design thinking and ethnographic research, and pinpoints the leadership roles needed to drive innovation at all levels of government. "Leading public sector innovation" is essential reading for public managers and staff, social innovators, business partners, researchers, consultants and others with a stake in the public sector of tomorrow. "This is an excellent book, setting out a clear framework within which the practical issues involved in public sector innovation are explored, using insights drawn from extensive practical experience of implementing and supporting it. It draws on an impressive range of research and relevant wider experience in both public and private sectors and is written in a clear and persuasive style. The book offers an excellent synthesis of principles, practices and tools to enable real traction on the innovation management problem - and it ought to find a place on any manager's bookshelf." John Bessant, Director of Research and Knowledge Transfer and Professor of Innovation and Entrepreneurship, University of Exeter Business School | co-creation, design thinking, leadership, innovation | https://www.amazon.es/Leading-Public-Sector-Innovation-Co-Creating/dp/1847426336 |
| Public service value co creation | Fox, L., & Martha | Letter to Francis Maude: DirectGov 2010 and beyond | Revolution not evolution | 2010 | Francis Maude, DirectGov | https://www.gov.uk/government/uploads/system/ | |
| Public Sector Innovation | Bryson J.R., Daniels P.W. | Manuservice economy | Maglio P.P., Kieliszewski C.A. and Spohrer J.C. (eds.), Handbook of Service Science, Springer, New York, pp. 79-104 | 2010 | This paper investigates the impact of the increase in service output on the demand for different categories of service occupations in the EU manufacturing sector. Furthermore, we investigate the impact of the global sourcing of producer services on the demand for different service occupations. Using fixed-effects models based on the manufacturing sector for 18 EU countries for the period 1995-2008, we find that the employment share of service occupations is significantly and positively related to the output share of producer services in manufacturing. In particular, the increase in the output share of services accounts for an average of 13 percent of the increase in the share of service occupations. When service occupations are disaggregated by different categories, we find that the output share of services is significantly and positively related to the share of managers, professionals, and technicians. In contrast, service occupations involving clerks, administrative support, and other office-related personnel do not benefit from increasing service revenues. Finally, professionals and technicians are complementary to intermediate producer services (either from domestic or foreign suppliers), while clerks do not benefit from the rise in intermediate service inputs in manufacturing. | Manuservice economy | https://portal.research.lu.se/ws/files/6043069/4317414.pdf |
| Social Innovation | Peters, G. | Meta-governance and public management | In 'The New Public Governance?', Routledge: Oxon. | 2010 | The reforms that have been implemented in the public sector over the past several decades have had a very wide range of motivations, and have had an equally wide range of consequences for the public sector for the citizens of the countries in which they are being implemented. In almost any country one can identify, the public sector is now significantly different from that which was to be found several decades ago, and indeed in some cases the public bureaucracy would be hardly recognizable to civil servants who had previously worked in government. The idea of many political leaders has been that the bureaucracy was the problem, not the solution, and that fundamental changes were required. | public sector, reform, transformation, public servants | https://www.taylorfrancis.com/books/e/9780203861684/chapters/10.4324/9780203861684-10 |
| Social Innovation | Van Tatenhove, J., Edelenbos, J. and Klok, P.J. | Power and interactive policymaking: a comparative study of power and influence in eight interactive projects in the Netherlands | Public Administration | 2010 | A number of countries use forms of interactive policy-making to increase the influence of citizens on decision making. Since there has also been an increase in citizen participation in The Netherlands over the last decade, in this paper, we provide a comparative analysis of 8 interactive projects initiated by the Dutch central government. The central aim of the paper is to understand processes of power in interactive policy-making. We do so by raising two central questions: (1) how do power processes influence the setting-up of a project, the negotiations within a project and the translation of the results of interactive projects into formal decision making circuits?; (2) to what extent and under what conditions do citizens and other stakeholders obtain influence in interactive projects, especially in defining problems, selecting solutions/instruments and realizing outcomes? Our findings show there is relatively little translation of the outcomes of the projects in regular decision making. | interactive policy-making, citizen participation, Dutch government | https://www.researchgate.net/publication/263195049_Power_and_interactive_policy-making_A_comparative_study_of_power_and_influence_in_8_interactive_projects_in_the_Netherlands |
| Social Innovation | Hurmelinna-Laukkanen, P. and P. Ritala. . | Protection for profiting from collaborative service innovation | Journal of Service Management 21(1): 6-24 | 2010 | Purpose – Profiting from service innovations can be challenging. It is not only a question of pricing and marketing the services appropriately, but also of keeping competitors from imitating them. The purpose of this paper is to discuss how service innovation differs from technology/product innovation in terms of protection, and how this shows in collaborative innovation activities. Design/methodology/approach – The paper offers a literature review combining discussion related to service research and strategic management. Empirical evidence is provided in the form of a multifaceted case study illustrating some of the aspects of collaborative service innovation. Findings – The results indicate that characteristics separating service innovations from product or process innovations influence the efficacy of protection. This, in turn, may make or break the subsequent value appropriation. Furthermore, as service innovation typically includes collaborative activities, there is another twist to protection: companies must protect knowledge that brings them competitive advantage, but on the other hand they need to foster knowledge sharing, which may be in conflict with protective measures. As a result, service innovators cannot rely solely on intellectual property right strategies, as their counterparts working with products might do, but the service element requires taking a wider look around, and utilizing means such as human resource management, lead time, and contracting. Originality/value – The novelty of this paper lies in its analysis of two very recent trends: collaboration (and coopetition) in innovation, and the tendency to introduce business models that bring service innovations to the core of the offering. Augmenting prior knowledge, the paper brings forth issues that need to be acknowledged when service innovations are created, protected, and appropriated. | Protection, collaborative service innovation | https://doi.org/10.1108/09564231011025092 |
| Public service value co creation | Pestoff, V, & Brandsen, T | Public sector governance and the third sector: opportunities for co-production and innovation? | London: Routledge | 2010 | We will explore what role the third sector can play in the public services. None of these roles are exclusive to the third sector and there are good grounds to challenge whether it has a specific contribution to make –indeed, whether the third sector concept is truly useful. This chapter will argue that, if we are to judge the distinct contribution of the third sector to service delivery, an analysis should take account of the institutional framework within which it operates. Blanket statements on the specific nature of the third sector tend to be simplistic and this is why further comparative work is needed. In the current chapter, we will lay out some basic concepts along which a comparative analysis could be organised. | Public sector governance, opportunities, co-production, innovation | https://www.semanticscholar.org/paper/PUBLIC-GOVERNANCE-AND-THE-THIRD-SECTOR%3A-FOR-AND-Pestoff-Brandsen/ee25b527b0d2143881dc311300d736b4f34a9562#paper-header |
| Service Design | Pestoff, V. and Brandsen, T. | Public sector governance and the third sector: opportunities for co-production and innovation? | In 'The New Public Governance?', Routledge: Oxon. | 2010 | We will explore what role the third sector can play in the public services. None of these roles are exclusive to the third sector and there are good grounds to challenge whether it has a specific contribution to make –indeed, whether the third sector concept is truly useful. This chapter will argue that, if we are to judge the distinct contribution of the third sector to service delivery, an analysis should take account of the institutional framework within which it operates. Blanket statements on the specific nature of the third sector tend to be simplistic and this is why further comparative work is needed. In the current chapter, we will lay out some basic concepts along which a comparative analysis could be organised. | third sector, public services, co-production, innovation | https://www.semanticscholar.org/paper/PUBLIC-GOVERNANCE-AND-THE-THIRD-SECTOR%3A-FOR-AND-Pestoff-Brandsen/ee25b527b0d2143881dc311300d736b4f34a9562#paper-header |
| Public Sector Innovation | Potts J., Kastelle T. | Public sector innovation research: what’s next? | Innovation: Management, Policy and Practice, 12, p. 122-137 | 2010 | This paper introduces the analytic context of public sector innovation studies along with an overview of the nine papers in this volume. But it also seeks to advance a new research agenda in public sector innovation studies from the economic perspective of the incentives to innovation in the public sector. This argues for a practical model of public sector innovation that is less about imitation of the market sector or other public sector best practice and more cognizant of the scientific method of randomised controlled experiments. | innovation, public sector, market sector, research agenda, scientific method, randomised control experiments | https://www.tandfonline.com/doi/abs/10.5172/impp.12.2.122 |
| Digital Transformation | Perry, J. L., Hondeghem, A., & Wise, L. R. | Revisiting the motivational bases of pub- lic service: Twenty years of research and an agenda for the future | Public Administration Review, 70, 681-690 | 2010 | How has research regarding public service motivation evolved since James L. Perry and Lois Recascino Wise published their essay “The Motivational Bases of Public Service” 20 years ago? The authors assess subsequent studies in public administration and in social and behavioral sciences as well as evolving definitions of public service motivation. What have we learned about public service motivation during the last two decades? What gaps in our understanding and knowledge have appeared with respect to the three propositions offered by Perry and Wise? This essay charts new directions for public service motivation scholarship to help clarify current research questions, advance comparative research, and enhance our overall understanding of individuals’ public service motives. | Motivational bases, public service | DOI:10.1111/j.1540-6210.2010.02196.x |
| Digital Transformation | Deci, E. L., & Ryan, R. M. | Self-determination | Hoboken, NJ: John Wiley | 2010 | Early psychological scientists interested in the regulation of behavior focused primarily on reinforcements such as tangible rewards that were said to strengthen the associative bonds that regulated people's behavior (Hull, 1943; Skinner, 1953). An associative bond is a hypothetical construct represented as a mechanistic link between some type of stimulus and a particular response, which then prompts the response when that stimulus is present. With reinforcements and associative bonds as the determiners of behavior, people's thoughts were said to be irrelevant to the causes of behavior. | Self-determination | https://doi.org/10.1002/9780470479216.corpsy0834 |
| Service Design | Blomkvist, J., Holmlid, S., & Segelström, F. | Service design research: yesterday, today and tomorrow | J. Schneider, M. Stickdorn, F. Bisset, K. Andrews, & A. Lawrence (Eds.), This is Service Design thinking Amsterdam: BIS Publishers | 2010 | How to design and market services to create outstanding customer experiences. Service design thinking is the designing and marketing of services that improve the customer experience, and the interactions between the service providers and the customers. If you have two coffee shops right next to each other, and each sell the exact same coffee at the exact same price, service design is what makes you walk into one and not the other. Maybe one plays music and the other doesn't. Maybe one takes credit cards and the other is cash only. Maybe you like the layout of one over the other, or one has more comfortable seating. Maybe the staff at one is friendlier, or draws fun shapes on the top of their lattes. All of these nuances relate to service design. "This Is Service Design Thinking" combines the knowledge of twenty-three international authors and even more online contributors from the global service design community and is divided into three sections: Basics: outlines service design thinking along five basic principlesTools: describing a variety of tools and methods used in Service Design ThinkingCases: vivid examples for the introduced fundamentals with real-life case studies from 5 companies that did inspiring projects within the field of Service Design. At the end, a one-page "Customer Journey Canvas" is included, which can be used to quickly sketch any service on a single sheet of paper--capturing different stakeholder concerns: e.g. customers, front-line staff and management. | design thinking, customer experience, fundamentals, tools | http://www.diva-portal.org/smash/record.jsf?pid=diva2%3A549518&dswid=https://images-eu.ssl-images-amazon.com/images/I/01LAv8I1AxL._RC|01MPykUsrCL.css,01LKsGfpclL.css,01PTkp9JOCL.css,01cdXa5nSoL.css_.css?AUIClients/DesktopMedleyFilteringMetaAsset |
| Social Innovation | Bryson J. R. | Service innovation and manufacturing innovation: bundling and blending services and products in hybrid production systems to produce hybrid products | Gallouj F. and F. Djellal eds. The Handbook of Innovation and Services. A Multi-Disciplinary Approach,679-721. Cheltenham: Edward Elgar | 2010 | This Handbook brings together 49 international specialists to address an issue of increasing importance for the world’s post-industrial economies; innovation as it relates to services. | Service innovation, manufacturing innovation, services, products, hybrid production systems | https://econpapers.repec.org/bookchap/elgeechap/12872_5f28.htm |
| Public Sector Innovation | Gallouj F. | Services innovation: assimilation, differentiation, inversion and integration | chapter 75, in Bidgoli H. (ed), The Handbook of Technology Management, John Wiley and Sons, Hoboken, New Jersey, p. 989-1000 | 2010 | This chapter aims to provide a review of the literature on innovation in services and to focus on the analytical strategies carried out in order to fill in the innovation gap in the service economy (i.e. the difference between what the traditional innovation indicators are capable of capturing, and the reality of innovation activities undertaken in a given economy). Four analytical perspectives are distinguished in this chapter, which are labeled: assimilation, differentiation, inversion and integration. The assimilation perspective analyses innovation in services just as innovation in manufacturing, focusing on their relationships with technological systems. The differentiation (or demarcation) perspective focuses on services specificities and aims to capture innovation activity where the traditional (technologist or assimilation) gaze perceives nothing. The inversion perspective reflects the “revenge” of the service sector : it emphasizes the active role of KIBS in other sectors innovations. The integrative or synthetic perspective provides more a balanced view of innovation in services. It seeks to provide the same analytical frameworks for both goods and services, and for both technological and non-technological forms of innovation. | innovation, research and development, information and communication technologies, services, Knowledge Intensive Business Services (KIBS), servitization | https://mpra.ub.uni-muenchen.de/62174/ |
| Service Design | Menschner, P., & Leimeister, J. M. | Systematische Entwicklung mobiler und IT-gestützter Dienstleistungen für die Generation 50+. | Mit Dienstleistungen die Zukunft gestalten - Impulse aus Forschung und Praxis | 2010 | Demographic change is opening up ways to develop new markets for tailored services for the target group (s) 50+. The use of new technologies in the field of mobile communications, such as Near Field Communication (NFC), allows the IT support of innovative service concepts that are tailored to the needs of an older target group. A multi level, holistic approach to the structured and systematic development of services will be presented, with which new ways of IT-based support of services in the segment 50+ can be found and developed. This includes, on the one hand, the early involvement of users and, on the other hand, a focus on the needs and demands of service providers. The first stages of this approach have already been carried out for the generation of promising applications and explained using the example of nutrition management. In addition, the concept of the "neighborhood solution" - a web platform for the local communication of commercial and voluntary services - will be presented. | services, mobile communications, users, target, demographic change | http://pubs.wi-kassel.de/wp-content/uploads/2013/03/JML_202.pdf |
| Public Sector Innovation | Leighninger, M. | Teaching democracy in Public Administration: trends and future prospects | In 'The Future of Public Administration Around the World', Georgetown University Press: Washington | 2010 | Over the last century, the skills, ideas, and values upheld within the field of public administration (PA) have undergone several major shifts. We seem to be in the midst of another such transition, as PA schools react to new perspectives about the state of democracy and citizenship. Most of these arguments focus on the more participatory aspects of democracy, and emphasize the need for governments to work more directly and interactively with citizens. “Democratic governance” is one term used to describe this set of ideas. This article explores the relationship between PA and democratic governance through interviews with professors and other observers of the discipline. The picture that emerges is that of a field in flux, spurred both by theoretical claims and by the practical needs of administrators, being pushed from a narrow focus on management to a broader conception of governing. | public administration, democratic governance, collaborative governance, democracy, citizenship, public engagement, citizen involvement, participation | https://www.publicdeliberation.net/cgi/viewcontent.cgi?article=1149&context=jpd |
| Living Labs | Perez C. | Technological revolutions and techno-economic paradigms. | Cambridge Journal of Economics | 2010 | This paper locates the notion of technological revolutions in the neo-Schumpeterian effort to understand innovation and to identify the regularities, continuities and discontinuities in the process of innovation. It looks at the micro- and meso-foundations of the patterns observed in the evolution of technical change and at the interrelations with the context that shape the rhythm and direction of innovation. On this basis it defines technological revolutions, examines their structure and the role that they play in rejuvenating the whole economy through the application of the accompanying techno-economic paradigm. This over-arching meta-paradigm or shared best practice ‘common sense’ is in turn defined and analysed in its components and its impact, including its influence on institutional and social change. | innovation, research and development, technological change, intellectual property rights | https://doi.org/10.1093/cje/bep051 |
| Public service value co creation | Osborne, S.P. | The (New) Public Governance: a suitable case for treatment? | In 'The New Public Governance?', Routledge: Oxon | 2010 | More than a decade has passed since the publication of Christopher Hood’s influential piece that codified the nature of the New Public Management (NPM) paradigm (Hood 1991). At that time it seemed likely, certainly within the Anglo-American research community, that this paradigm would sweep all before it in its triumphal recasting of the nature of our discipline – in theory and in practice. A hundred-odd years of the hegemony of Public Administration (PA) in the public sphere seemingly counted for nothing in this momentous shift. Since then, though, the debate on the impact of the NPM upon the discipline, and indeed about whether it is a paradigm at all (Gow and Dufour 2000), has become more contested. | Public administration, New Public Management, New Public Governance, | https://www.taylorfrancis.com/books/e/9780203861684/chapters/10.4324/9780203861684-7 |
| Digital Transformation | Dewan, T., & Myatt, D. P. | The declining talent pool of government | American Journal of Political Science, 54, 267-286 | 2010 | We consider a government for which success requires high performance by talented ministers. A leader provides incentives to her ministers by firing those who fail. However, the consequent turnover drains a finite talent pool of potential appointees. The severity of the optimal firing rule and ministerial performances decline over time: the lifetime of an effective government is limited. We relate this lifetime to various factors, including external shocks, the replenishment of the talent pool, and the leader's reputation. Some results are surprising: an increase in the stability of government and the exogenous imposition of stricter performance standards can both shorten the era of effective government, and an increase in the replenishment of the talent pool can reduce incumbent ministers' performance. | Talent pool, government | DOI:10.1111/j.1540-5907.2010.00430.x |
| Service Design | Gallouj F. and Djellal F. (eds) | The Handbook of Innovation and Services: a multidisciplinary perspective | Edward Elgar Publishers. | 2010 | This Handbook brings together 49 international specialists to address an issue of increasing importance for the world’s post-industrial economies; innovation as it relates to services. | services, innovation | https://www.e-elgar.com/shop/the-handbook-of-innovation-and-services?___website=uk_warehouse |
| Social Innovation | Moher, D., Liberati, A., Tetzlaff, J., Altman, D.G., | The PRISMA Group Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement | International Journal of Surgery | 2010 | David Moher and colleagues introduce PRISMA, an update of the QUOROM guidelines for reporting systematic reviews and meta-analyses | healthcare, evaluation, systematic review | https://www.researchgate.net/publication/41508088_Altman_DG_PRISMA_Group_Preferred_reporting_items_for_systematic_reviews_and_meta-analyses_the_PRISMA_statement |
| Service Design | Bryson, J. M., Berry, F. S., & Kaifeng, Y. | The State of Public Strategic Management Research: A Selective Literature Review and Set of Future Directions. | The American Review of Public Administration, 40(5) | 2010 | Strategic planning and related strategic management elements have become ubiquitous practices at all levels of U.S. government and many nonprofit organizations over the past 25 years. The authors review strategic planning and management research over that time period using the premises of practice theory to guide the discussion. The review is organized according to 10 research directions proposed by Bryson, Freeman, and Roering (1986). Important gains have been made in a number of areas, but much more remains to be done. The authors also propose four new research directions, including the need to (1) attend more fully to the nature of strategic management practice, (2) focus on learning and knowledge management generally as part of strategic management, (3) focus specifically on how strategy knowledge develops and is used, and (4) understand how information and communication technologies can be best integrated into strategic management. The fruits of further concentrated research can be improved public strategic management practice, including enhanced organizational capacity for addressing current and future challenges and improvements in long-term performance. | Strategic planning, strategic management, strategy, budgeting, performance, practice theory, learning, information and communication technology (ICT), case study methodology. | https://journals.sagepub.com/doi/10.1177/0275074010370361 |
| Service Design | Schneider, J., Stickdorn, M., Bisset, F., Andrews, K., & Lawrence, A. | This is service design thinking : basics, tools, cases | Amsterdam: BIS Publishers | 2010 | This book outlines a contemporary approach for service innovation. »This is Service Design Thinking.« introduces a new way of thinking to beginners but also serves as a reference for professionals. It explains the approach, its background, process, methods and tools — and connects theory to contemporary case studies. A set of 23 international authors created this interdisciplinary textbook applying exactly the same user-centered and co-creative approach it preaches. | service design, service innovation, theory, case studies, user centered, co-creation | http://thisisservicedesignthinking.com/ |
| Public Sector Innovation | Spohrer J.C., Maglio P.P. | Toward a science of service systems: value and symbols | Maglio P.P., Kieliszewski C.A. and Spohrer J.C. (eds.), Handbook of Service Science, Springer, New York, pp. 157-194 | 2010 | Economics has accumulated a great body of knowledge about value. Building on economics and other disciplines, service science is an emerging transdiscipline. It is the study of value-cocreation phenomena (Spohrer & Maglio , 2010). Value cocreation occurs in the real-world ecology of diverse types of service system entities (e.g., people, families, universities, businesses, and nations). These entities use symbols to reason about the value of knowledge. Like mathematics (quantity relationship proofs) and computer science (efficient representations and algorithms), service science must ultimately embody a set of proven techniques for processing symbols, allowing us to model the world better and to take better actions. In addition, the emergence of service science promises to accelerate the creation of T-shaped Science, Technology, Engineering, and Math (STEM) professionals who are highly adaptive innovators that combine deep problem solving skills in one area with broad communication skills across many areas. This paper casts service science as a transdiscipline based on symbolic processes that adaptively compute the value of interactions among systems. | Science of service systems, value, symbols | https://doi.org/10.1007/978-1-4419-1628-0_9 |
| Social Innovation | Billis D. | Towards a theory of hybrid organizations | In 'Hybrid Organizations and the Third Sector. Challenges for Practice, Theory and Practice'; Palgrave Macmillan, Basingstoke | 2010 | Hybrid organizations are ubiquitous. They are international, multi-sector phenomena and their unclear sector accountability often engenders unease and distrust. And in our area of concern we appear to have stumbled into a period of intense organizational hybridity in which we appear to be drifting up the (welfare hybrid) creek not only without a paddle, but also without a reliable map. Expressed in a somewhat more scholarly fashion the first priority in the preliminary agenda of issues laid out in Chapter 1 is the need to develop ‘tentative theories’ (Popper, 1972) of hybrid organizations. The objective of this chapter is therefore to begin to get to grips with the agenda of questions. It is laid out as a ‘building blocks’ exercise and contains five parts. | hybrid organizations, theory, research agenda | http://eprints.lse.ac.uk/55260/1/Billis_Towards_a_theory_of_hybrid_organizations_Ch3_HybridOrganizations_2010.pdf |
| Public Sector Innovation | Rouse W.B., Basole R.C. | Understanding complex product and service delivery systems | Maglio P.P., Kieliszewski C.A. and Spohrer J.C. (eds.), Handbook of Service Science, Springer, New York, pp. 461-480 | 2010 | This chapter considers alternative views of complex systems that deliver products and services to consumers and other constituencies. Holistic views of complex systems are discussed in the context of several public-private systems and a notional model is introduced that relates complexity to the number of enterprises in a domain and the levels of integration required for these enterprises to function successfully. | Product, service delivery systems | http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.522.1229&rep=rep1&type=pdf |
| Living Labs | Dutilleul, B., Birrer, F.A.J. & Mensink, W. | Unpacking European Living Labs: Analysing Innovation’s Social Dimensions. | Central European Journal of Public Policy, 4 (1), 60–85 | 2010 | Since their official launch in 2006, over one hundred Living Labs have been established and networked to tackle Europe’s declining economic competitiveness and societal challenges. The innovative potential of Living Labs is based on new social configurations for organising innovation. Applying a framework that focuses on barriers presented by such social configurations, by motivational factors and by cognitive/background asymmetries, our paper analyses the contributions and impediments to innovation, and the dilemmas that may arise when innovating in Living Labs. The first contribution of the paper is to demonstrate the framework’s analytical power to uncover and articulate contributions and challenges inherent to the social dimension of innovation. The second contribution of this explorative study is to pinpoint and examine a number of contributions of and challenges for Living Labs. On the basis of a literature re- view, we untangle and describe the three main facets of the concept: in vivo experimentation on social systems, innovation and product development approaches involving users, or innovation systems. We conclude by gathering crucial questions facing contemporary Living Labs. | Living Labs; innovation; collaboration and communication barriers | https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2533251 |
| Public service value co creation | Gebauer H, Johnson M, Enquist B. | Value co-creation as a determinant of success in public transport services: A study of the Swiss Federal Railway operator SBB. | Managing Service Quality. Vol. 20 No. 6, 2010. Emerald Group Publishing Limited | 2010 | Purpose: This paper seeks to utilise Prahalad’s five activities of co-creation (customer engagement,self-service, customer involvement, problem-solving, and co-design) to explore how value co-creation occurs in the context of a public-transport service provider. | Rail transport, Switzerland, Value chain, Customer orientation, Critical success factors, Service delivery | https://www.researchgate.net/publication/235271892_Value_co-creation_as_a_determinant_of_success_in_public_transport_services_A_study_of_the_Swiss_Federal_Railway_operator_SBB |
| Digital Transformation | Brainard, L A, & McNutt, J | Virtual government–citizen relations: Informational, transactional, or collaborative? | Administration & society | 2010 | Public administration theory and practice suggest that e-government, citizen participation, and government–citizen collaboration are contributing to a movement toward New Public Service—as opposed to Old Public Administration and New Public Management. We explore this by focusing on the relationship between the Washington, D.C., police and local residents via online discussion groups. We ask, How do police interact with citizens virtually? How are these interactions structured? and Are they informational, transactional, or collaborative? Using descriptive data and thread analysis, and drawing distinctions between districts, we conclude that the bulk of activity is informational, a fair amount of activity is transactional, and less activity is collaborative. Thus, the relationship most closely approximates Old Public Administration, rather than New Public Management or New Public Service. The evidence offers some cause for hope for the future of police–community relations in virtual space and ideas for future research. | citizen engagement, social media, police, New Public Service, New Public Management | https://journals.sagepub.com/doi/10.1177/0095399710386308 |
| Public Sector Innovation | Nabatchi, T. | Why public administration should take deliberative democracy seriously | In 'The Future of Public Administration Around the World', Georgetown University Press: Washington | 2010 | A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors—both seasoned and new—for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this—nor is there ever likely to be another—in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration. | public administration, public management, Minnowbrook, governance, future challenges | https://books.google.com.mx/books?hl=es&lr=&id=kTdK6SUAd8QC&oi=fnd&pg=PA21&dq=%E2%80%98From+performance+management+to+democratic+performance+governance%E2%80%99&ots=vvzsmh11vg&sig=IXgpDYMOWxMGRs8HJwH6bQIKkD8#v=onepage&q=%E2%80%98From%20performance%20management%20to%20democratic%20performance%20governance%E2%80%99&f=false |
| Service Design | Junginger, & Sangiorgi. | Public Policy and Public Management: Cont |