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Co-creation in public service delivery assumes a new kind of partnership between citizens and civil servants. Whether this partnership actually occurs varies per country. We examine to what extent state and governance traditions can explain whether co-creation changes public service delivery. Our research shows that state and governance traditions determine the extent to which co-creation can become institutionalized in a country's governance framework. Where there is an authoritative state tradition, co-creation initiatives will probably face more barriers and it will only cause change incrementally. Where there is a governance culture of consultation, the changes might occur faster and more openly.

Co-creation -where citizens and public organizations work together to deal with societal issues -is increasingly considered as a fertile solution for various public service delivery problems. During cocreation, citizens are not mere consumers, but are actively engaged in building resilient societies. In this study, we analyze if and how state and governance traditions influence learning and policy change within a context of co-creation. We combine insights from the co-creation and learning literature. The empirical strategy is a comparative case study of co-creation examples within the welfare domain in childcare (Estonia), education (Germany) and community work (the Netherlands). We show that state and governance traditions may form an explanation for whether co-creation, learning and policy change occurs. Our paper suggests that this seems to be related to whether there is a tradition of working together with citizens and a focus on rule following or not.

Smart cities can use business models to evaluate what value they offer citizens by integrating ICT into their infrastructure and services. The article introduces the concept of the 'city business model' and proposes a practical framework for analysing it. The City Model Canvas (CMC)-based on the Business Model Canvas for firms-shows the elements that city councils should consider during the design, delivery and assessment of smart services, including the smart service's expected economic, environmental and social impacts. An example of how the CMC was used to design an ICT platform in Bristol shows its utility as a planning tool.

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The article applies an experimental vignette research design to test how blame and credit expectations affect individuals’ willingness to support innovative programs. Respondents received a survey with three scenarios of innovative programs and were randomly allocated to being blamed if the program failed, credited if it succeeded, or a control group. Blame and credit framing had no statistically significant effect on willingness to support the programs. It was much more important for respondents whether the program was 'good for the community'. This calls into question current assumptions about anticipatory blame avoidance motivations as a primary antecedent of innovative behavior.

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