This paper aims to develop a model that supports public organisations in making informed strategic decisions as to which public services are most suitable to be improved through…
Abstract
Purpose
This paper aims to develop a model that supports public organisations in making informed strategic decisions as to which public services are most suitable to be improved through co-creation. Thus, it first identifies the features that make public services (un)suitable for co-creation and then applies this knowledge to develop a multi-criteria decision support model for the assessment of their co-creation readiness.
Design/methodology/approach
The decision support model is the result of design science research. While its structure is determined by a qualitative multi-criteria decision analysis, its substance builds on a content analysis of Web of Science papers and over a dozen empirical case studies.
Findings
The model is comprised of 13 criteria clustered into two groups: service readiness criteria from the perspective of service users and service readiness criteria from the perspective of a public organisation.
Research limitations/implications
The model attributes rely on a limited number of empirical cases and references from the literature review. The model was tested by only one public organisation on four of its services.
Originality/value
The paper shifts the research focus from organisational properties and capacity, as the key co-creation drivers and barriers, to features of public services as additional factors that affect the prospect of co-creation. Thus, it makes a pioneering step towards the conceptualisation of the idea of “service readiness for co-creation” and the development of a practical instrument that supports co-creation in the public sector.
Details
Keywords
The paper adopts a holistic approach to studying the scale and scope of organisational change resulting from the COVID-19 crisis within the Slovenian public administration. It…
Abstract
Purpose
The paper adopts a holistic approach to studying the scale and scope of organisational change resulting from the COVID-19 crisis within the Slovenian public administration. It aims to go beyond the relatively narrow research focus of existing literature, which is confined to short-term responses to the crisis affecting specific organisational aspects of public administration.
Design/methodology/approach
Theoretically underpinned by Nograšek and Vintar’s (2014) upgrade of Leavitt’s diamond model, the paper employs a multi-case study design to explore the long-term implications of COVID-19-induced changes within the Slovenian public administration.
Findings
The findings reveal an uneven impact of the COVID-19 crisis across Slovenian state administration organisations in terms of the scale and scope of changes, noting that the two key long-term changes – telework and new digital communication channels – have not become equivalent alternatives to traditional work and communication methods. Moreover, the paper identifies changes within the element “people” as the primary disruptors of organisational equilibrium, triggering a ripple effect of changes within other organisational elements.
Originality/value
The paper debunks the myth about the “radical” impact of COVID-19 by concluding that long-term changes have not altered the essence of (Slovenian) public organisations, characterised as traditional public administration. Theoretically, it demonstrates the need for a new adaptation of Leavitt’s diamond model to explain organisational changes in turbulent/crisis times.