Creating public value through smart technologies and strategies

Abstract

Purpose -The purpose of this paper is to introduce the special issue about generation of public value through smart technologies and strategies. The key argument is that smart technologies have the potential to foster co-creation of public services and the generation of public value in management processes, based on the collaborative, social and horizontal nature of these smart technologies. Understanding these processes from a public management perspective is the purpose of this paper and the rest of the special issue. Design/methodology/approach -The approach to this paper is a theoretical and conceptual review, whereas practical implications both for scholars and practitioners arise from the review of the literature and the conceptual approximation to the notion of smartness in technologies and government. This approach is rooted in the potential of the latest smart technologies and strategies to transform public administrations and to better understand and cope societal problems. Findings -The conceptual and theoretical perspective of this paper offers ideas for future developments. The content of this paper shows that new smart technologies and strategies will shape, and will be shaped by, the future of public organizations and management. This paper illustrates the process of change in public value generation over time, as a result of different public management paradigms (from traditional public administration to new public management), but also different types of technologies (from mainframes to websites and social media and beyond). The empirical evidence of the articles of this special issue supports this conclusion; that open and collaborative innovation processes developed under this emergent technological wave could become encouraging transformative practices in the public sector.Research limitations/implications -The theoretical and conceptual nature of this paper needs further empirical research to validate some of the discussed assumptions and ideas. Originality/value -Although this paper is oriented to present the main contents of the special issue, it also provides an original approach to the theme of public value generation using smart technologies and strategies in public sector management.

Using Collaborative Technologies and Social Media to Engage Citizens and Governments during the COVID-19 Crisis. The Case of Spain

“…In line with these ideas, there are examples of public innovation initiatives and the use of collaborative and social media technologies in the public sector to promote collaboration, dissemination of useful information, and cocreation during the health crisis. These trends have emerged in past years in the public sector as a means to create public value through emerging technologies, according to the notion of smart governance [Criado and Gil-García 2019], and the COVID-19 outbreak has been an opportunity to experiment with this perspective. Through these initiatives, governments aim to foster inclusion, participation, and democratic values, but also enhance the co-creation of cutting-edge solutions [McGann et al 2018] to share responsibilities in a scenario of uncertainties and complexity.…”

Evolution of Open Innovation by Value-based Network Perspective: The Case of Korean Smart Home Industry

“…Scholars such as Mitchell and Zmud (1999), Kraaijenbrink et al (2010), U. Lichtenthaler and E. Lichtenthaler (2009) and Shin et al (2018) classified resources as tangible resources such as financial resources or facility resources, and intangible resources such as knowledge, technology, human resources and capabilities for internal/external innovation. In particular, the resources and capabilities for R&Ds such as 1) technology R&D in firms (Okamuro, 2005), 2) public research in universities (Santoro & Chakrabarti, 2002) and 3) user R&D participation (Heiskanen et al, 2007; Kim et al, 2017; Santoro & Chakrabarti, 2002; von Hippel, 2010) and finances such as 1) capital supporting in firm (Kortum & Lerner, 2000) and 2) finance to private firm or public research of government or university for smart technology-based services (Abebe & Myint, 2018; Criado & Gil-Garcia, 2019; Schartinger et al, 2002; Tripsas et al, 1995; Wallsten, 2000) are important in the SHOME industry. Furthermore, this is emphasised separately because human resources and capabilities are represented by people such as labour in firm and trained expert in university, but there are intangible resources that are embedded in them through education, experience and network (Altinay et al, 2008; Etzkowitz & Leydesdorff, 2000; Perkmann & Walsh, 2007; Stuart et al, 2007).…”

Transparencia externa y redes sociales. Los roles diferenciales de ministerios y organismos públicos estatales en Twitter

“…La transparencia no solamente se considera importante de cara a la rendición de cuentas. Nuevos paradigmas en la gestión pública, como la gobernanza inteligente (Gil-Garcia et al, 2016;Criado y Gil-García, 2019;Meijer, 2017), reconocen la importancia de la transparencia para el fomento de la participación ciudadana, la colaboración y la innovación pública, especialmente a través de plataformas digitales. Muchas Administraciones públicas consideran la participación ciudadana y su fomento como algo clave, ya que se supone que aumenta la legitimidad, efectividad y la eficiencia de la acción pública (Sorensen y Torfing 2009).…”