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“…Strokosch & Osborne (2020) offered an empirical exploration of PSEs and concluded that they“… move us beyond the transactional and linear approach associated with NPM, towards a relational model where value is shaped by the interplay between all of these dimensions and not least by the wider societal context and the values that underpin it.” (436)Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020, 2021) have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
Section: Service Ecosystemsmentioning
confidence: 99%
“…(436) Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020Kinder et al ( , 2021 have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
Section: The Public Service Ecosystem (Pse)mentioning
This article develops the concept of the "public service ecosystem" across four levels-the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.
“…Strokosch & Osborne (2020) offered an empirical exploration of PSEs and concluded that they“… move us beyond the transactional and linear approach associated with NPM, towards a relational model where value is shaped by the interplay between all of these dimensions and not least by the wider societal context and the values that underpin it.” (436)Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020, 2021) have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
Section: Service Ecosystemsmentioning
confidence: 99%
“…(436) Rossi and Tuurnas (2021) have subsequently argued that PSEs reveal the complexity of value creation conflicts. Finally, Kinder et al (2020Kinder et al ( , 2021 have explored learning and leadership within them and argued that PSEs have now replaced networks as the most persuasive framework for understanding public service delivery.…”
Section: The Public Service Ecosystem (Pse)mentioning
This article develops the concept of the "public service ecosystem" across four levels-the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.
“…Inevitably, AI companies are drawn to the public sector because it has the largest databases and large numbers of intractable problems needing innovative new solutions. Many public agencies lack the resources to employ AI experts and need public-private financing to implement new solutions (Kinder et al 2020). It is to the issues of AI innovation that we now turn.…”
Section: Conceptualizing Ai In the Public Sectormentioning
Hannele Väyrynen is a Postdoc Researcher in the Faculty of Management and Business, Tampere University (Finland). Through the lens of information and knowledge management, her research interests focus on innovation management, data and information visualization, and design processes. In several of her research projects, the focus has been on company interaction.Nina Helander, Professor of Knowledge Management, works at Tampere University as Head of the Unit of Information and Knowledge Management and as a leader of the NOVI research group. Her research focuses especially on digitalization, value creation, and knowledge management. She has led several multidisciplinary research projects, including projects that have focused on digitalization and data-based value creation. She is also an Adjunct Professor of Information Systems at the University of Jyväskylä.Harri Jalonen works as Professor at the University of Vaasa, Finland. His research interests cover among others the interplay between knowing and ignorance, the service-dominant logic of value creation, the dynamics of systemic change, and the pros and cons of innovation management. He has published around 100 scientific articles, conference papers, books, or book sections and around 100 articles in newspapers, trade magazines, and blog notes. He has managed around 20 international and national research projects. He is also a reviewer for many scientific academic journals, research grant applications, and committee member of international conferences.Public innovation and digitalization are reshaping organizations and society in various ways and within multiple fields, as innovations are essential in transforming our world and addressing global sustainability and development challenges. This book addresses the fascinating relationship between these two contemporary topics and explores the role of digital transformation in promoting public innovation.This edited collection includes examples of innovations that emerge suddenly, practices for processing innovations, and the requirements for transformation from innovation to the "new normal". Acknowledging that public innovation refers to the development and realization of new and creative ideas that challenge conventional wisdom and disrupt the established practices within a specific context, expert contributions from international scholars explore and illustrate the various activities that are happening in the world of multiple digitalization opportunities. The content covers public administration, technical and business management, human, social, and future sciences, paying attention to the interaction between public and private sectors to utilize digitalization in order to facilitate public innovation.This timely book will be of interest to researchers, academics, and students in the fields of technology and innovation management, as well as knowledge management, public service management, and administration.
“…Rossi & and Tuurnas (2021) subsequently argued that PSEs reveal the complexity of value creation conflicts for public services across these levels. Kinder et al (2020Kinder et al ( , 2021 contended that PSEs have replaced networks as the most persuasive framework for understanding public service delivery and they explored the conundrums of learning and leadership within them. Finally, Trischler et al (2019) have argued for PSEs as an essential approach to the design/co-design of public services.…”
Section: The Public Service Ecosystem (Pse)mentioning
This article argues for the 'public service ecosystem' as an organizing framework through which to appreciate the interactions and integration of the institutional, service, and individual levels in public service delivery. It offers a heuristic ('Appreciate-Engage-Facilitate') through which to understand and support the role of public managers in value creation at all levels of such ecosystems.IMPACT Public service ecosystems are an increasingly influential concept in public administration and management theory. This article explores their implications for public service management practice. It offers a framework for public service managers to understand how the concept can impact upon their practice. It emphasises the need for practitioners to be able to work across the three levels of the ecosystem identified and how they might most effectively impact upon these levels.
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