This paper explores the relationship between risk and innovation in public services, presenting the state of the literature across different disciplines and the academic and policy literature. It suggests a novel framework to approach risk, emphasising the importance of differentiating between different types of risk and risk management. The paper offers a typology of risk types and management approaches that indicates different effects on the type of public service innovation. It concludes by considering the implications for theory and practice.

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Co-production? Does a day go past in the public sector without us hearing about it? But what exactly does it mean? The public sector use of the term stemmed originally from the work of Elinor Ostrom (1996, p. 1073) and her colleagues Workshop in Political Theory and Policy Analysis at Indiana University, Bloomington from the 1970s onwards: "the process through which inputs used to produce a good or service are contributed by individuals who are not 'in' the same organization". Increasingly attention has also turned to its extensive origins in the service literature, where it is seen a core and inalienable element of (public) service delivery and linked inextricably to co-creating value in the lives of citizens and service users alike (Osborne et al 2016). Current approaches now tend to focus specifically on the contributions made by citizens, whether individually as service users or collectively in communities, rather than the inputs of ALL other stakeholders. And we tend to focus not just on the coproduction of 'a good or service' but also on the achievement of behaviour change and of the outcomes desired personally by citizens and organisationally by the public sector.

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