The SERVICE Framework: A Public‐service‐dominant Approach to Sustainable Public Services

Abstract

In this paper we argue that the new public management has been a flawed paradigm for public services delivery that has produced very internally efficient but externally ineffective public service organizations. Subsequently we develop the SERVICE framework for sustainable public services and public service organizations. This framework is rooted within the public‐service‐dominant business logic and emphasizes the need for a focus on external value creation rather than internal efficiency alone.

Management Control, Accountability, and Learning in Public Sector Organizations: A Critical Analysis

“…This has led to a growing literature on "gaming" in the public sector (Noordegraaf & Abma, 2003;Van Thiel & Leeuw, 2002), identifying a variety of dysfunctional and perverse effects of quantitative management control. Examples are additional bureaucracy, information overload, tunnel vision, short term thinking and planning, risk avoidance, fixation on measures, symbolic compliance and impression management, and a general lack of system responsibility, especially when several organizations contribute to public performance (e.g., De Bruijn, 2002;Diefenbach, 2009;Frey et al, 2013;Groot, 1999;Moynihan, 2005;Murphy & Skillen, 2015;Osborne et al, 2015;Pidd, 2005;Smith, 1995;Teelken, 2012;Townley, Cooper & Oakes, 2003;Van Dooren, 2011;Verbeeten, 2008;Verbeeten & Spekle´, 2015;Walker & Van der Zon, 2000).…”

“…These complaints from practitioners about NPM are empirically corroborated by research in the fields of public and business administration and management control, 1 which as a rule finds many dysfunctional effects of NPM (e.g., De Bruijn & Van Helden, 2006;Frey, Homberg & Osterloh, 2013;Groot, 1999;Jansen, 2008;Mak, 2008;Osborne, Radnor, Kinder & Vidal, 2015;Spekle´& Verbeeten, 2014;Teelken, 2012;Ter Bogt & Scapens, 2012;Tonkens, Hoijtink & Gulikers, 2013;Verbeeten, 2008;Walker & Van der Zon, 2000;Yesilkagit & De Vries, 2002). However, most of this literature is descriptive and mainstream in nature.…”

Innovation failure in the eye of the beholder: towards a theory of innovation shaped by competing agendas within higher education

“…The notion of public service innovation has entered the traditional public administration literature in response to a quest for public service sustainability (Osborne et al 2015). In the light of increased scarcity of resources in the sector, doing more with less poses indeed an opportunity for creativity in terms of looking at what we do differently, as well as of identifying newer, more effective products or services, using technological advances more effectively, streamlining processes and so on.…”

New development: Can ‘public’ market-based solutions restore the banking system? The case of non-performing loans (NPLs)

“…Like the people issue, process and sustainability have been considered in research and publications over the past 10 years, with the continuing recognition that Lean and associated techniques should be adapted not adopted within public services. Recognizing that Lean is context-dependent has led to further engagement of other disciplines, including service and operations management, thus unpacking some of the key elements needed to Theme: The development of 'Lean' (and associated techniques) in public, third and voluntary services implement and sustain Lean (and associated techniques) in public, third and voluntary services (see Osborne et al, 2015;Radnor and Osborne, 2013;Radnor et al, 2016).…”