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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.

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This paper departs from research on Public Service Logic (PSL) to advance a framework of public service innovation (PSI) by incorporating the notions of resource integration and value proposition. The framework consists of three resource integration processes, referred to as value creation, value co-creation and value facilitation, through which users and employees detect problems and suggest solutions that contribute to service innovation by creating new, or by developing existing, value propositions. To test and illustrate the framework, a study of six service innovation groups in primary care was drawn on. Four aggregates of service innovation ideas were identified in the study: access, patient experience, physical environment and organization of work. In line with the framework, the findings suggest that users and employees contribute to PSI by drawing on their knowledge and experience of conducting resource integration, and by detecting problems and suggesting solutions to these problems.

The purpose of this paper is to explore the roles of frontline employees (FLEs) in service innovation processes and how they contribute to these roles. In the literature, FLEs are argued to play an important role in service innovation; however, neither the potential types of roles nor what taking on these potential roles means to FLEs, have previously been studied. This study investigates FLEs' actions in different types of service innovation processes. Based on analyses of eight different service business units, FLEs are identified as having either of two sets of roles: (1) leading roles as idea creators, developers and implementers, or (2) supporting roles as problem reporters, advisors and executors. The analysis provides managers with guidelines which can help them to better utilize FLEs as contributors to service innovation, either as leading or supporting actors. These imply different management challenges, which are discussed. Advice on how to tackle these challenges is given on the basis of the findings.