How Does the Idea of Co‐Production Challenge Public Sector Communication?

Tuurnas, Sanna

doi:10.1002/9781119263203.ch9

Cited by 7 publications

(5 citation statements)

References 41 publications

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“…On these platforms, extremes may be overrepresented, and dialog is ruled by affect (Levine, 2011). Studies on social media have viewed social media and public sector communication through citizen engagement (Bowden et al, 2016;Piqueiras et al, 2020), participation (Canel and Luoma-aho, 2019) and co-creation (Tuurnas, 2020). Becoming antifragile implies transitioning from informing to engaging, creating a strong organisational culture where listening is continuous and interaction is based on changing citizen expectations (Canel and Luoma-aho, 2019).…”

Section: Public Sector Communication and Social Mediamentioning

confidence: 99%

Alert but somewhat unaligned: public sector organisations' social media listening strategies during the COVID-19 pandemic

Erkkilä

Luoma‐aho²

2023

JCOM

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PurposeDuring the COVID-19 pandemic, public sector organisations produced thousands of social media messages weekly answering citizens questions and informing the public on safety related matters. The purpose of this study was to investigate how the pandemic shaped social media listening in Finland's public sector organisations and how these organisations aligned their listening and strategic communication to address emerging questions, news (real and fake) and rumours during the pandemic.Design/methodology/approachBuilding on a theoretical background from strategic communication, organisational listening, digital marketing and public sector communication, qualitative interview data included communicators (N = 14) from all central Finnish public sector organisations in charge of COVID-19 communication. Findings were themed and analysed qualitatively to understand the level of alignment of strategic communication on social media.FindingsThe findings revealed that the pandemic had strained public sector organisations' communication capabilities, forcing them to align their processes and resources reactively to enable useful content and limit false/misleading content. The results confirmed that organisational listening remained somewhat unaligned. A dual role of public sector communication as speakers but increasingly as listeners was highlighted.Originality/valueThe study’s findings point to organisational listening on social media being a central requisite for public sector organisations overcoming a crisis.

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Section: Public Sector Communication and Social Mediamentioning

confidence: 99%

Alert but somewhat unaligned: public sector organisations' social media listening strategies during the COVID-19 pandemic

Erkkilä

Luoma‐aho²

2023

JCOM

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“…It is the specific approach of this chapter (the possible intangible value generated with ICTs) that guides the conceptualization of this term as the "intangible asset that measure the capacity of an organization to get citizens involved in public administration processes" (Canel & Luoma-aho, 2019, p. 190). More specifically, here citizen involvement in public management is explored under the notion of "co-production" (Bovaird, 2007;Bovaird & Loeffler, 2012;Bovaird et al, 2015;Brandsen & Honingh, 2016;Tuurnas, 2020), and it builds on the following definition: "[the] relationship 4 between a paid employee of an organization and (groups of) individual citizens that requires a direct and active contribution from these citizens to the work of the organization" (Brandsen & Honingh, 2016, p. 431). Co-production is a form of citizen engagement by which citizens engage with public sector organizations (Piqueiras et al, 2020).…”

Section: Definitions Of the Topic And Previous Studiesmentioning

confidence: 99%

“…It has been extensively argued that ICTs represent key elements for public sector organizations to better understand citizens' preferences, needs and issues (Lember et al, 2019;Sideri et al, 2019;Yuan, 2019). A better understanding of stakeholders enables crafting better communication strategies to address them (Canel & Luoma-aho, 2019;Krishnan et al, 2018;Tuurnas, 2020). Among benefits, it is also mentioned that ICTs enable public sector organizations' communication with citizens by lowering the required costs and efforts (Cho & Melisa, 2021;Yang et al, 2021).…”

Section: Communicating With Citizens For Engagementmentioning

confidence: 99%

“…This chapter focuses on engagement in the form of co-production -a concept that, as is argued below, implies that citizens and authorities are equal participants in the production of public services, (Tuurnas, 2020), and follows the assumption that co-production is valuable for it contributes to longterm relationships which in turn foster organizational intangible assets providing benefits for both organizations, citizens and society at large (Canel & Luoma-aho, 2019). The scope of the chapter is confined to the public sector, which includes all those public authority organizations operating on several levels (national, regional and municipal), that provide public services and that have politically elected and appointed officials as well as public servants.…”

Section: Introductionmentioning

confidence: 99%

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Digital corporate communication and co-productive citizen engagement

Homont¹,

Canel²,

Luoma‐aho³

2023

Handbook on Digital Corporate Communication

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Digital technologies have changed communication between citizens and public sector organizations (PSOs) and governments. While many citizens still remain passive when it comes to the public sector and its governance, information and communication technologies (ICTs) have permanently changed how citizens search and share public information, and how they voice their opinions and ideas. Citizen co-production is understood as citizen-PSO engagement toward joint goals, yet it often remains an ideal. Through the example of Madrid City Council's successful utilization of digital technologies through a mobile app (Madrid Movil), the chapter illustrates how engagement became co-productive via ICTs through improved relationship between authorities and citizens. Digital technologies helped improve public sector listening, real-time information exchange, and communication of citizens with each other, and provided better data about emerging needs. As joint citizen-PSO efforts for coproduction of public services, digital co-production contributed to improving the intangible value of public services.

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“…They share information with each other to reduce uncertainty and construct plausible understandings of what is happening. This is especially true in complex public sector organizations (PSOs) where many different political and contradicting agendas compete (Luoma-aho and Canel, 2020;Simonsson and Heide, 2020) and even more so in recent years as PSOs have strengthened their efforts to engage in co-creation with citizens and to empower them (Tuurnas, 2020), an effort that requires new roles for employees. Simonsson and Heide (2020) argue that change initiatives in a PSO often get caught up with one another, creating a multi-change, defined as "a bundle of either simultaneous or partly overlapping change projects, each of which contains project specific and meticulously expressed directions" (J€ arventie-Thesleff et al, 2015, p. 533).…”

Section: Introductionmentioning

confidence: 99%

Making sense of internal social media and participatory communication: exploring the employee perspective in a change process in a public sector organization

Madsen

2022

JCOM

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PurposeThis article explores how employees in a public sector organization (PSO) make sense of the introduction of a social intranet and new employee communication roles. The aim is to understand employee sensemaking and how sensemaking influences the change process within the organization.Design/methodology/approachThe article is based on a case study in a Danish PSO with 30,000 employees. The empirical material includes strategic documents, online observations and seven focus groups with employees conducted before, during and after the introduction of a new social intranet.FindingsThe employees found that making sense of the purpose with the social intranet is difficult. A managerial approach to change communication could easily result in employees' frustrations and concerns being dismissed as signs of resistance to change. From a communication perspective, the findings reveal that the employees engaged in seven different sensemaking enactments.Research limitations/implicationsChange cannot be understood simply as something that employees are for or against. Instead, a change process should be perceived as a set of communication processes or sensemaking enactments happening in interactions between employees that can act in favor of, against or neutrally toward change.Practical implicationsManagers and communication professionals can interact with the seven sensemaking enactments, and some tentative initiatives are suggested in the article.Originality/valueThe article explores the employee perspective in a change process in a PSO and identifies seven employee sensemaking enactments highlighting that change happens in communication processes.

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How Does the Idea of Co‐Production Challenge Public Sector Communication?

Cited by 7 publications

References 41 publications

Alert but somewhat unaligned: public sector organisations' social media listening strategies during the COVID-19 pandemic

Alert but somewhat unaligned: public sector organisations' social media listening strategies during the COVID-19 pandemic

Digital corporate communication and co-productive citizen engagement

Making sense of internal social media and participatory communication: exploring the employee perspective in a change process in a public sector organization

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