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This article discusses three sets of insights generated in this special issue relating to the intended objectives and desired outcomes of coproduction, the inherent tensions in coproduction activities, and important factors for designing and implementing coproduction processes. It also identifies several problems with coproduction research, and asserts that scholars must get back to the basics and address the need for a clear and consistently applied definition, the need to develop and apply frameworks, typologies, and theories, and the need for more explanatory research. The article concludes with a set of research questions to advance the study and practice of coproduction.

This article empirically investigates the relative efficacy of different direct participation processes. Specifically, it compares the effects of three types of participatory processes (public meetings, focus groups, and citizen juries) on participants' issue awareness, competence, empowerment, and trust in service professionals. The authors hypothesize that all three participatory processes will positively affect these individual outcomes but that the magnitudes of effects will differ across the three processes. Using data from field experiments, the authors test and find general support for the hypotheses. This study contributes to understanding of public participation, particularly in terms of the relationship between participatory design and outcomes.

An increasing number of countries are adopting open government reforms, driven, in part, by the Open Government Partnership (OGP), a global effort dedicated to advancing such initiatives. Yet, there is still wide variation in openness across countries. We investigate the political, administrative, and civic factors that explain this variation, using countries’ fulfillment of OGP eligibility criteria as a proxy for minimum standards of openness. We find that countries with strong constraints on the executive and high levels of citizen education have governments that are more open. A dense network of civil society organizations is associated with more budget transparency and higher civil liberties, but not with access to information or asset disclosure laws. The results suggest that if the value of openness is to be translated in practice, it is not enough to have capable bureaucracies—countries also need informed citizens and strong oversight of executive agencies.

The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299 Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.