A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda

Critical success factors-based taxonomy for Lean Public Management: a systematic review

“…Regardless of the specific function or service, or country of operation, the public sector plays an important role in the world economy and has many operational challenges and restrictions common to any country in the world . Besides, the public sector represents the economic part of a country that is controlled or supported financially by the Government , with the public service being the goods and services provided by the public organizations and governments to guarantee rights to society (Lukrafka et al, 2020). The public sector remains quite distinct in some key aspects, due to the following factors (Fryer et al, 2007):…”

“…Although the growing popularity of LP in public services, the literature has revealed few studies about its implementation by public organizations (Maarse & Janssen, 2012;Almeida et al, 2017) or governments (Lukrafka et al, 2020). Specifically, little has been researched about the term Lean Government (l-government), which is a philosophy and a system that changes the role and shape of governments, making them smaller by using existing capabilities, intelligence and resources of society.…”

“…In this sense, the implementation of these approaches in the public sector needs an essential group of elements known as critical success factors (CSFs) that are instrumental to any CI initiative stands little chance of success (Laureani & Antony, 2012;Juliani & Oliveira, 2019), by helping the organization in achieving its goals, ensuring better business performance in the eyes of its customers and investors (Sreedharan et al, 2017). Finally, there is also an apparent lack of a systematic approach that could direct a "customized" CI implementation in the public sector , considering a proper understanding of distinct public management characteristics (Fryer et al, 2007;Lukrafka et al, 2020).…”

Toward Sustainable Governance: Strategic Analysis of the Smart City Seoul Portal in Korea

“…This means reducing the role of the government in the public sector and actively engaging the private sector. The government should play not only a steering role but also the role of a facilitator so that private interactions can work smoothly [85][86][87]. This means that governments should have the capacity to connect actors or enable cooperation, and they should not just play the role of attracting the private sector to the public sector [86,87].…”

“…The government should play not only a steering role but also the role of a facilitator so that private interactions can work smoothly [85][86][87]. This means that governments should have the capacity to connect actors or enable cooperation, and they should not just play the role of attracting the private sector to the public sector [86,87]. Considering the above concept of governance and e-government portal, a smart city portal plays a role in realizing flexibility, connectivity, creativity, self-organization, people-centeredness, and data-based network governance [7,8,10,54,88].…”