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“…While influential, CG has critics. Wegrich (2019) has argued that it simplistically assumes “that the organizational biases and behaviours typically limiting collaboration … are simply bureaucratic weaknesses that organizational leaders can overcome if they only make an effort.” Others have argued that it is limited by its inadequate appreciation of gender inequalities (Johnston 2017), by power and trust imbalances (Ran and Qi 2018), and by leadership failures (Kinder et al 2021). Moreover, CG is a broad school with competing perspectives on, for example, the contribution of third sector organizations to its practice (e.g.…”
Section: The Post‐npm Evolution Of Pammentioning
confidence: 99%
“…Strokosch & Osborne (2020) offered an empirical exploration of PSEs and concluded that they“… move us beyond the transactional and linear approach associated with NPM, towards a relational model where value is shaped by the interplay between all of these dimensions and not least by the wider societal context and the values that underpin it.” (436)Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020, 2021) have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
This article develops the concept of the "public service ecosystem" across four levels-the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.
“…While influential, CG has critics. Wegrich (2019) has argued that it simplistically assumes “that the organizational biases and behaviours typically limiting collaboration … are simply bureaucratic weaknesses that organizational leaders can overcome if they only make an effort.” Others have argued that it is limited by its inadequate appreciation of gender inequalities (Johnston 2017), by power and trust imbalances (Ran and Qi 2018), and by leadership failures (Kinder et al 2021). Moreover, CG is a broad school with competing perspectives on, for example, the contribution of third sector organizations to its practice (e.g.…”
Section: The Post‐npm Evolution Of Pammentioning
confidence: 99%
“…Strokosch & Osborne (2020) offered an empirical exploration of PSEs and concluded that they“… move us beyond the transactional and linear approach associated with NPM, towards a relational model where value is shaped by the interplay between all of these dimensions and not least by the wider societal context and the values that underpin it.” (436)Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020, 2021) have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
This article develops the concept of the "public service ecosystem" across four levels-the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.
“…Rather it is a dynamic process of interaction, negotiation and co‐operation between multiple actors, including citizens, and other resources at various levels of the system (Skålén et al., 2015). Citizen participation, therefore, needs to be understood within these complex and dynamic public service ecosystems, instead of focusing predominantly on the structural features of public service delivery and reform (Kinder et al., 2021; Leite & Hodgkinson, 2021). The former stresses the centrality of participation to public service delivery, whereas the latter continues to articulate it as an ‘add‐on’ to service delivery processes.…”
Section: Participation and Public Services: An Alternative Approachmentioning
Drawing on a systematic review of the literature, this paper explores the factors which have enabled and/or constrained the transformative potential of public service user participation within the five most influential recent narratives of public service reform. It argues that these narratives have failed either to offer a holistic conceptualisation of such participation in theory or to achieve its enactment in practice for four main reasons: participation is framed as polemic, with limited evidence of efficacy; public service delivery has been
“…Rossi & and Tuurnas (2021) subsequently argued that PSEs reveal the complexity of value creation conflicts for public services across these levels. Kinder et al (2020Kinder et al ( , 2021 contended that PSEs have replaced networks as the most persuasive framework for understanding public service delivery and they explored the conundrums of learning and leadership within them. Finally, Trischler et al (2019) have argued for PSEs as an essential approach to the design/co-design of public services.…”
Section: The Public Service Ecosystem (Pse)mentioning
This article argues for the 'public service ecosystem' as an organizing framework through which to appreciate the interactions and integration of the institutional, service, and individual levels in public service delivery. It offers a heuristic ('Appreciate-Engage-Facilitate') through which to understand and support the role of public managers in value creation at all levels of such ecosystems.IMPACT Public service ecosystems are an increasingly influential concept in public administration and management theory. This article explores their implications for public service management practice. It offers a framework for public service managers to understand how the concept can impact upon their practice. It emphasises the need for practitioners to be able to work across the three levels of the ecosystem identified and how they might most effectively impact upon these levels.
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