A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach

Abstract

This article argues that current public management theory is not fit for purpose-if it ever has been. It argues that it contains two fatal flaws-it focuses on intraorganizational processes at a time when the reality of public services delivery is interorganizational, and it draws upon management theory derived from the experience of the manufacturing sector and which ignores the reality of public services as "services." The article subsequently argues for a "public service dominant" approach. This not only more accurately reflects the reality of contemporary public management but also draws upon a body of substantive service-dominant theory that is more relevant to public management than the previous manufacturing focus. We argue that this approach makes an innovative contribution to public management theory in the era of the New Public Governance. The article concludes by exploring the implications of this approach in four domains of public management and by setting a research agenda for a public-service dominant theory for the future.

Conceptualising Benefits of User-Centred Design for Digital Library Services

“…However, there is a growing demand for public sector organisations to view their service production from more intra-organisational and polycentric perspectives (Osborne et al, 2012). Our conceptual 360-Degree Temporal Benefits Model (360°TB Model) is an example of acknowledging diverse public service stakeholders' viewpoints.…”

“…The New Public Management ideology has adopted elements from the private sector that aim at improving the effectiveness of public service provision (Hyndman & Lapsley, 2016;Osborne, Radnor, & Nasi, 2012). Despite some criticism (e.g., Lilburn, 2017), management and measurement in the public sector is an area of continuing interest to both scholars and practitioners (Düren, Landøy, & Saarti, 2017;O'Flynn, 2007;Stenvall & Virtanen, 2017;Talbot, 2010).…”

Cross-Sector Collaboration and Information Integration in Local Government One-Stop Services Centres: The Experiences and Lessons from a Case Studies in China

“…In the latest several years, some authors acknowledge the importance of collaborations from the perspectives of co-production or new governance or governance networks [5,6,13,23,24,31,35]. Osborne et al argued that co-production is an essential part of a broader framework to provide a new theory for public service delivery a service-dominant approach in the era of the New Public Governance [31], in contrast to the manufacturing-dominant approach of New Public Management (NPM).…”

“…Osborne et al argued that co-production is an essential part of a broader framework to provide a new theory for public service delivery a service-dominant approach in the era of the New Public Governance [31], in contrast to the manufacturing-dominant approach of New Public Management (NPM). Kapucu and Garayev define network sustainability as the continuation and/or evolution of network relationships in the absence of triggering factors for network collaboration [23].…”

Preditores da aprendizagem e instrumentos de transferência de treinamento: um estudo com profissionais da saúde pública

“…Diante disso, o gestor público deve adotar uma abordagem administrativa que enfatize as características do serviço, de forma holística e sistêmica para garantir a prestação de serviços de qualidade para a população. Para isso, é necessário que o gestor se capacite de forma continuada, visando a garantir a adequada gestão das organizações de saúde (Osborne, Radnor, & Nasi, 2012).…”