COVID-19, Co-production and Governance of Japanese Healthcare Providers

Pestoff, Victor; Saito, Yayoi

doi:10.5947/jeod.2021.009

Cited by 4 publications

(8 citation statements)

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“…Although adding ambiguity and complexity in the review of literature and empirical analysis, these three topics must be considered together to appreciate the uniqueness of managerialism with care settings and the ambiguity of ownership. This paper contributes to recent discussions about the value and ontology of ownership within New Cooperativism (Wren and Ridley-Duff, 2021;Ridley-Duff and O'Shaughnessy, 2022;Vieta and Lionais, 2022) and its role in democratic enterprises (Unterrainer et al, 2022), and future organisational models for care (Defourny and Nyssens, 2013;Pestoff and Saito, 2021). Moreover, what it means to be an owner is a central element of the recent controversial proposals to reorganise The JLP (Davies, 2023).…”

Section: Introductionmentioning

confidence: 84%

“…Not only promiscuous; ownership also evoked positive associations: Participants wanted more of it, without agreeing what it was. We therefore uphold Pestoff and Saito's (2021) reflection: alternative socially owned care organisations have a potential role in challenging managerialism and traditional relations of organisational power. As these new embryonic non-managerial practices emerged, staff experienced changes in workplace culture.…”

Section: Discussionmentioning

confidence: 99%

“…Employee-ownership was organisational activism with a moral duty to engage emotionally as respected partners in a joint venture. These claims were based on both extrinsic grounds (i.e., increasing levels of productivity and patient and organisational outcomes) and intrinsic grounds (i.e., reducing work alienation and increasing staff well-being); reflecting the tension between social aims and work socialisation raised by Ridley-Duff and Southcombe (2012) and democratic and stewardship governance by Pestoff and Saito (2021). Clearly, conflict over whether the intensity of participation was an expression of managerialism (imposing work intensification) or more positively (as a reflection of the normative benefits of engagement and commitment required for organisational citizenship) was evident at the start.…”

Section: Figure 1 Chair Of Staff Representative Council Annual Statementmentioning

confidence: 99%

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Contesting Ownership: Employee-Ownership, Staff Participation in the English Care Sector

Gain¹,

Bozkurt²

2023

JEOD

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This article investigates how care workers understood ownership and experienced employeeownership through the exercise of workplace participation and control. To date much of the scholarly work has focused on formal governance arrangements, types of participation and the limitations of worker control, in particular debating the validity of the degeneration thesis. Furthermore, studies tend to be concentrated on small-scale cooperatives or specific marginal examples, but employee-owned enterprises have also been introduced in other sectors, including in English health, social care and well-being sectors. By drawing on two case studies providing care services, this study brings new insights by centring on how staff understood, embraced, and subsequently contested the foundational concept of ownership. The subsequent implications for intraorganisational conflict and the lived experience of staff are explored within a theoretical framework based on (1) how different social science disciplines embrace the concept of ownership, (2) workplace participation within employee-owned entities and (3) the unique characteristics of care services. The paper's originality lies in combining new empirical data in the context of these three areas. This contribution enhances our understanding of how employees interpret being "an owner", as well as informing scholarly and public-policy debates about the future models for care provision.

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Section: Introductionmentioning

confidence: 84%

Section: Discussionmentioning

confidence: 99%

Section: Figure 1 Chair Of Staff Representative Council Annual Statementmentioning

confidence: 99%

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Contesting Ownership: Employee-Ownership, Staff Participation in the English Care Sector

Gain¹,

Bozkurt²

2023

JEOD

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“…In this paper, we suggest to look at the experience started in the Trentino province of Italy back in the 1980s. This experience is not only relevant at the national level but also suggestsalongside other European experiences of co-production in education, health care and social services (Pestoff, 2006;Pestoff and Saito, 2021;Durose et al, 2013) how culture production, and music culture in particular, can be achieved using a combination of coordination solutions that bring together the public actor, social economy organisations and market coordination. Our study challenges the idea that cultural production is a prerogative either of the public actor or of private organisations and offers an illustration of a networked system where governance connects multiple levels of choice and activates different stakeholders at each nested level of the cultural production system.…”

Section: Sej 202mentioning

confidence: 91%

Practices and history of “co-programmazione” and “co-progettazione” in Italy: the case of cultural production and music education in Trentino

Sacchetti,

Ianes

2023

SEJ

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Purpose This study aims to address the question of what coordination mechanism can be used for cultural production and, in particular, for the governance of music culture production. The authors locate their reflection within the specific institutional innovations introduced in Italy in 2017, focusing on the idea of shared administration and the public–private collaboration instituted in Trentino (a province located in northern Italy) in support of its cultural policy. Design/methodology/approach This study focusses on the Trentino’s music school system. This includes 13 organisations (musicians’ cooperatives as well as associations of musicians and students, plus one municipal school which do not overlap with the public school system). To analyse shared administration features, the authors rely on selected information from 50 interviews with Trentino Music Schools (TMS) teachers and administrators, and on the proceedings of the 1994 music school conference organised by the schools at the time when this novel educational system was created. Findings To offer an innovative educational service, the public actor (Provincia Autonoma di Trento [PAT]) and the schools (TMS) have developed a strong interdependence at the different levels of decision-making: PAT needs organisations that are sufficiently structured and organised to respect requirements of transparency and accountability, as well as educational standards, whereas TMS need public funding to maintain their service accessible for users, good labour conditions and be financially sustainable. Likewise, the success of TMS in educating thousands of students every year, including additional teaching programmes funded by PAT within general public schools, has contributed to decrease the exclusion from music education, raise interest in young people for music and fed enrolment in TMS as well as in the public schools related to the conservatoire filière. Conclusions emphasise the existence of a polycentric system of music culture production which needs to acknowledge the risk of being trapped in a static disequilibrium, while recognising change and the need to support and promote a culture of cooperation among schools and across layered institutional levels over time. Research limitations/implications Further research can observe this system of cultural production over time, to appreciate changes and organisational tranformations, while introducing comparative analysis with other systems in different regions. Practical implications The relationship between the public and private sectors to design, organise and manage activities of collective interest (in the social, cultural, sporting and other fields) can increasingly become an effective and efficient alternative to the traditional bureaucratic as well as to the competitive method. For this to happen, however, all actors involved must be aware not only of areas of efficiency but also of inefficiency. To remedy the latter, corrective measures will have to be introduced. For example, fostering and improving “co-programmazione” and “co-progettazione” means giving all stakeholders involved the opportunity to actively participate. Should the number of participants increase, more discussion fora could be set up because one alone may not be sufficient to foster maximum involvement, to enhance different points of view, to allow for intersectoral and multidisciplinary interpretations and responses. Social implications The system governance based on co-programming and co-design has allowed – despite limitations – to pursue educational purposes and thus well-being for the users, as well as for the teachers and the community as a whole. The continuity of this educational and cultural action has been guaranteed by the economic and financial sustainability of the schools, which is highly dependent on the public actor funding personnel costs, and in turn tied to the number of students (demand) attending each school. Actors embedded in the system need to build awareness of industry and cultural changes and knowledge of how to introduce more adaptive capacity. This points towards the need for strengthening networking capacity and collaboration among schools and other relevant stakeholders. Originality/value The case presented is a unique system of music culture production in Italy, and its governance has never been addressed by previous studies. It provides an application of shared administration to which public administrations and communities can learn to improve access to music culture and education. For public and private organisations to take advantage of the method of “co-programmazione” and “co-progettazione”, to make the production of a meritorious good more efficient and to favour its maximum accessibility, this study considers the strengths and weaknesses of this approach, or the areas of efficiency and inefficiency, for which new measures will have to be introduced.

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“…One form of collaboration that is present during a pandemic with an increasing level of participation is the co-production scheme (Marten et al, 2021). The co-production process carried out in response to the pandemic is carried out in the public health sector to efforts to encourage residents to stay at home during the pandemic (Bonciani et al, 2022;Pestoff & Saito, 2021;Zhao & Wu, 2020). Coproduction is present in responding to the pandemic by involving multi-actor such as citizens, regional governments, and civil society in communities (Arhas et al, 2022;Miao et al, 2021;Takdir et al, 2021).…”

mentioning

confidence: 99%

Collective Leadership in Co-Production Process in Response to Covid-19 in Surabaya: The Case of Kampung Tangguh Jogo Suroboyo

Harmawan

Lucca

Arundinasari

et al. 2022

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The global COVID-19 pandemic has forced the world’s leaders to find the proper steps to respond. One of the ways to be taken is by collaborating and increasing public participation at large, including through the idea of co-production. However, this idea requires the participation of leaders with various styles and characteristics for the collaboration process to be successful. One of the cities that responded to the pandemic by mobilizing leaders from the mayor to the RT/RW level was the city of Surabaya. This collaborative effort between residents and the government in responding to the COVID-19 pandemic is summarized in the Tangguh Jogo Suroboyo Village program. This research uses a qualitative method with a case study approach. The co-production process through the Kampung Tangguh Jogo Suroboyo program took place thanks to the encouragement of leaders at the grassroots level, including rt/rw. The RT/RW are central actors in mobilizing residents to survive amid a pandemic. The leadership characteristic shown at the grassroots level is collective leadership. This collective leadership has existed since the beginning of the establishment of Tangguh Village. The characteristics of collective leadership are inseparable from the values that exist in society, namely the spirit of “gotong royong.” In addition, collective leadership can better gather community solidarity amid a pandemic because of its informal nature, flexibility, and more accessible and faster coordination.

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COVID-19, Co-production and Governance of Japanese Healthcare Providers

Cited by 4 publications

References 0 publications

Contesting Ownership: Employee-Ownership, Staff Participation in the English Care Sector

Contesting Ownership: Employee-Ownership, Staff Participation in the English Care Sector

Practices and history of “co-programmazione” and “co-progettazione” in Italy: the case of cultural production and music education in Trentino

Collective Leadership in Co-Production Process in Response to Covid-19 in Surabaya: The Case of Kampung Tangguh Jogo Suroboyo

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