Innovative collaboration strategies are a promising tool for fostering the governance of smart cities while acknowledging citizen centricity. During implementation, however, determining the number and background of the involved actors is challenging. The Design-Thinking (DT) approach appears suitable for addressing this issue as it offers a concrete and adaptable course of action. The present contribution involves a study on implementing DT principles in a German health resort and identifies three critical components: (1) team, (2) process, and (3) workspace. Our use case is an adaptable project- and workshop plan that encourages the implementation of DT collaboration in smart cities when designing digital services. Our results provide initial guidelines on how to involve diverse actors, when to integrate trained DT coaches, and how to design collaborative innovation in a digital way. The practice-oriented insights gained in the study can be applied, adapted, and discussed in other smart cities and citizen-centered projects.

In times of an ageing society and a rural exodus of primary care physicians, healthcare systems are facing major challenges. To maintain comprehensive care and an equitable access to healthcare services, today's technological advancements represent a promising measure. Technologies empower patients by providing innovative tools such as sensors and applications for self-measurement, leading to selfinitiated interventions, while supporting physicians in handling rising demands through telemedicine and spatially detached solutions. These enhanced treatments come with patient and physician-sided challenges such as incorrect digital information provided to the patient, negatively affecting treatment quality and leading to high issue resolving efforts. In order to investigate the perspectives of rural physicians on treatment digitalization and effects of patient empowerment, we conducted a qualitative study using semi-structured interviews. Our findings show that patient activation, impacts on treatment process, patient differentiation, and patient-physicianinteraction are relevant factors in the physicians' valuation and willingness to use health technologies.

There is a tremendous need for creative problem solving and innovation. While creativity is considered as a crucial resource in the private sector and in startups, creative methods such as design thinking are rarely used as a systematic approach for public innovation. Thus, individual creative work practices with their drivers and barriers are not yet fully understood in public organizations. We start to fill this gap by giving an overview on related work as well as on the foundations of creativity. Next, we present best practices from German local governments. We conduct a focus group interview and illustrate preliminary results. By doing so, we identify four main themes that determine the drivers and barriers when cultivating creativity in the public sector (i.e., creativity and self-efficacy, complexity and application, clearance, mindset). As a conclusion, we discuss our results and show avenues for further research.

ZusammenfassungDie digitale Transformation stellt deutsche Städte und Gemeinden vor große Herausforderungen. Dabei ist es wichtig, dass der Mensch mit seinen Bedürfnissen im Mittelpunkt der Gestaltung der zukünftigen Lebens- und Arbeitsräume steht. Im vorliegenden praxisorientierten Artikel wird aufgezeigt, wie der innovative Design Thinking-Ansatz zur digitalen Transformation öffentlicher Verwaltungen beitragen kann. Anhand des Fallbeispiels eines kommunalen Open Government Labors in Nordrhein-Westfalen, welches den „Kurort der Zukunft“ gestalten möchte, können allgemeine Anregungen zur aktiven Teilhabe der Bürgerschaft und Stadtgesellschaft abgeleitet werden. Ferner werden spezielle Prinzipien für die Durchführung eines Ideen-Workshops diskutiert und mögliche Herausforderungen virtueller Formate beleuchtet. Der Beitrag schlussfolgert, dass der Design Thinking-Ansatz eine große Chance ist, den Wandel unserer Kommunen inklusiv, kollaborativ, agil zu gestalten und einen wertvollen Beitrag zu Stadtentwicklung zu liefern. Aufbauend auf unserem Anwendungsbeispiel wird insgesamt deutlich, wie und warum durch innovative Formate der Zusammenarbeit ein zusätzliches Potenzial der co-kreativen und co-produktiven Gestaltung der Städte und Gemeinden von morgen geschaffen werden kann. Das Gelernte kann schnell auf andere Fälle adaptiert und übertragen werden.

The pillars of digital change (new role models, new competences, changed attitudes) are most visible in the everyday practice of staff. In the digital age of continuous transformations, we need a theoretical basis that is capable of describing an individual's behavior in situations of uncertainty, instability, uniqueness and value conflicts. We approach this theoretical gap by joining the vision of "Reflective Practice" (Schön, 1983) and the status quo bias perspective (Kim and Kankanhalli, 2009;Lee and Joshi, 2017). By proposing a three-step mixed-method study, we try to answer the question of how work can be actually designed in the digital age. Based on our insight, we seek to develop a guideline to help organizations frame the working conditions in a future-oriented and comprehensible way.