“…For public services, collaborative consumption possesses particular disruptive potential, and as consumers increasingly use similar criteria to evaluate public services and private services (see Wensley & Moore, 2011;Fledderus et al, 2015), customers are becoming an integral part of the provision of services (Prahalad & Ramaswamy, 2004;Bardhi & Eckhardt, 2012;Hyysalo, Repo, Timonen, Hakkarainen, & Heiskanen, 2016), and consumerism challenges how public service offerings are decided on and regulated (Denhardt & Denhardt, 2015;Baldwin, Cave, & Lodge, 2012). The transformation of public service offerings is also facilitated by the emergence of disruptive technologies in information networks, smart technologies and automatization, which are also prompting institutional changes (Christensen et al, 2008;Repo, Timonen, & Zilliacus, 2009). Such disruption both throws into relief and complements the ideas of organizations which rely on routines (Vala, Pereira, & Caetano, 2017) or need to listen closely to their stakeholders (Alapo, 2018) and which might thus be overly conservative in situations where the respective field is experiencing radical change (Fliegstein, 2013;Repo, Hyvonen, Pantzar, & Timonen, 2006).…”