This paper reports on a study of value co-destruction in public services, i.e. diminishment of value by interaction between providers, users, and other actors. The goal is to contribute to the public service logic (PSL) that suggest a shift from linear coproduction to dynamic value co-creation. However, PSL has devoted scant attention to value co-destruction. The paper contributes by identifying four dimensions representing causes of value co-destruction in public services. The paper also shows how value may be co-destroyed in the interaction between several types of actors, thus advancing a service ecosystems perspective for understanding value co-destruction.

Purpose -Service networks are inherently complex as they comprise of many interrelated actors, often driven by divergent interests. This can result in imbalance, which refers to a situation where the interests of at least one actor in a network are not secured. Drawing on the "balanced centricity" perspective, this paper explores the causes of imbalance in complex service networks.Design/methodology/approach -Adopting a qualitative case-based approach, this paper examines a public health service network that experienced imbalance that was detrimental to the lives of its users: the Mid-Staffordshire NHS Trust, UK. Drawing on service-dominant logic and stakeholder theory, case evidence provides insight into the origin and drivers of imbalance in complex public service networks.Findings -The origin of imbalance stems from competing institutional logics of various actors (patients/public, employees, managers, regulatory bodies, etc.), but the degree to which these competing institutional logics lead to imbalance is moderated by accountability, communication, engagement, and responsiveness within the service network.Research limitations/implications -By uncovering causes of imbalance in complex public service networks, this paper pinpoints important research avenues for developing the balanced centricity perspective.Practical implications -The inherent existence of multiple parallel institutional arrangements makes networks imbalanced, but value creation can be achieved when the appropriate mechanisms are fostered to manage balance between divergent logics. Originality/value -By examining imbalance as the underlying cause of network dysfunction, this research contributes to understanding of the dynamics in, and performance of, complex public service networks.

Purpose -The purpose of this paper is to investigate what happens when a new management idea with manufacturing origin is implemented in a healthcare organization. In this paper, it is focussed on process management: what happens when the processes are highlighted, process owners are appointed and more power is allocated to the process dimension of the organization. Design/methodology/approach -The paper uses the case of a hospital group in Sweden to investigate difficulties in implementing process management. The studied hospital group has been involved in systematic fundamental change to the system for nearly a decade. The research project was conducted using a collaborative management research approach in which academic researchers worked together with the development director. Findings -The paper shows that the organization itself in many ways becomes an obstacle to the achievement of a process-oriented management style. In the empirical story, voices from the healthcare staff reveal conflicts over organizing principles and structures such as budgeting and reimbursement systems -systems obviously built on a more functional view from an organizational perspective. It is not completely evident that the two alternative perspectives are able to co-exist easily -managing them seems to be an advanced balancing act. Originality/value -The paper provides an illustration of knowledge transfer from manufacturing to service industries. It focuses on the meeting between a Swedish healthcare organization and the idea of process management.

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