Does co-creation impact public service delivery?:The importance of state and governance traditions

Co-creation in public service delivery requires partnerships between citizens and civil servants. The authors argue that whether or not these partnerships will be successful depends on state and governance traditions (for example a tradition of authority sharing or consultation). These traditions determine the extent to which co-creation can become institutionalized in a country’s governance framework

Changing public service delivery: Learning in co-creation

Co-creation – where citizens and public organizations work together to deal with societal issues – is increasingly considered as a fertile solution for various public service delivery problems. During cocreation, citizens are not mere consumers, but are actively engaged in building resilient societies. In this study, we analyze if and how state and governance traditions influence learning and policy change within a context of co-creation. We combine insights from the co-creation and learning literature. The empirical strategy is a comparative case study of co-creation examples within the welfare domain in childcare (Estonia), education (Germany) and community work (the Netherlands). We show that state and governance traditions may form an explanation for whether co-creation, learning and policy change occurs. Our paper suggests that this seems to be related to whether there is a tradition of working together with citizens and a focus on rule following or not

Approach with care? A study on risk behaviour and innovation in the public sector

The main aim of this dissertation is to explore how public professionals‘ risk behaviours affect the management of innovation processes. It addresses a gap in the literature because although risk is inseparable form innovation processes, there is very little literature focusing directly on the question of how risk affects innovation in the public sector context. The dissertation analyses this question in three main chapters: Chapter 2 asks ‗what types of risk do innovation managers perceive?‘ Through a qualitative analysis of interviews with ‗innovation managers‘ in Copenhagen municipality, the chapter finds that public managers and professionals working on public service innovation perceive different types of risk related to innovation depending on their position in the administrative hierarchy and on their proximity to service users. The analysis also showed that there is hardly any communication across hierarchical levels or policy divisions about risk. This can lead to intra-organisational conflicts that block innovation processes, and to blind spots in attempts to manage the risks of innovation. Chapter 3 focuses on whether blame and credit expectations impact support for innovation. This question is examined through a quasi-experimental research design consisting of an ‗experimental vignette survey‘ where respondents were assigned to different treatment groups and the effect of being promised blame or credit for innovation outcomes was analysed. The findings show that contrary to common expectations, how much respondents thought the innovation was beneficial was a much stronger predictor of whether they would support it than the expectation of blame or credit. At the very least, this questions the assumption that blame aversion is a primary behavioural barrier to innovation.(...

Creating business models for smart cities: a practical framework

Smart cities can use business models to evaluate what value they offer citizens byintegrating ICT into their infrastructure and services. The article introduces the concept of the ‘city business model’ and proposes a practical framework for analysing it.The City Model Canvas (CMC)—based on the Business Model Canvas for firms—shows the elements that city councils should consider during the design, delivery and assessment of smart services, including the smart service’s expected economic, envir-onmental and social impacts. An example of how the CMC was used to design an ICTplatform in Bristol shows its utility as a planning too.The authors would like to thank the direct and timely collaboration with experts from Bristol City Council, emphasizing the work done by Sarah Lee and Luke Love ridge. They would also like tohighlight the collaboration of REPLICATE project and my SMART Life project.This work was supported by the Horizon 2020 Framework Programme [Grant No. 691735 and731297].Peer ReviewedPostprint (published version

Changing public service delivery: learning in co-creation

Co-creation – where citizens and public organizations work together to deal with societal issues – is increasingly considered as a fertile solution for various public service delivery problems. During co-creation, citizens are not mere consumers, but are actively engaged in building resilient societies. In this study, we analyze if and how state and governance traditions influence learning and policy change within a context of co-creation. We combine insights from the co-creation and learning literature. The empirical strategy is a comparative case study of co-creation examples within the welfare domain in childcare (Estonia), education (Germany) and community work (the Netherlands). We show that state and governance traditions may form an explanation for whether co-creation, learning and policy change occurs. Our paper suggests that this seems to be related to whether there is a tradition of working together with citizens and a focus on rule following or not

Changing public service delivery: learning in co-creation

Co-creation – where citizens and public organizations work together to deal with societal issues – is increasingly considered as a fertile solution for various public service delivery problems. During co-creation, citizens are not mere consumers, but are actively engaged in building resilient societies. In this study, we analyze if and how state and governance traditions influence learning and policy change within a context of co-creation. We combine insights from the co-creation and learning literature. The empirical strategy is a comparative case study of co-creation examples within the welfare domain in childcare (Estonia), education (Germany) and community work (the Netherlands). We show that state and governance traditions may form an explanation for whether co-creation, learning and policy change occurs. Our paper suggests that this seems to be related to whether there is a tradition of working together with citizens and a focus on rule following or not