Multi‐actor Resource Integration: A Service Approach in Public Management

Abstract

This paper addresses a service approach in public management by highlighting the insufficiently explored concept of resource integration. Specifically, we identify the actors who contribute to such integration, as well as the kind of resources they bring. The empirical material draws from two action research cases in cancer care, suggesting that, for complex challenges, resource-integrating actors may represent public, private and third-sector organizations, citizens/service users, as well as their private spheres. Moreover, resources may be both tangible and, more importantly, intangible. Because all actors in the system are doing the same thing -integrating resources -multi-actor resource integration frames interorganizational collaboration and citizen/user co-production. In contrast to the private sector's foci on profit and customer satisfaction, the gain herein concerns better usage of common resources and addressing public interests -such as access to services that meet the needs of disregarded groups. In the complex realities of contemporary societies, actors from all sectors should help meet such needs through collaborative resource integration rather than competition.

Enhancing public service innovation through value co-creation: Capacity building and the ‘innovative imagination’

“…In doing so, we investigated the potential to enhance the social capital of those involved in the innovation projects through a structured innovation programme (Keeley, 2007;Grimm et al, 2013). In addressing these themes, this article responds to calls in the public management literature for further research regarding the processual nature of resource integration (Eriksson & Hellström, 2021). This also contributes to empirical understandings of the capacity, methods and tools used to innovate by those working in the public sector (Arundel et al, 2019).…”

“…. A collaborative approach to resource exchange and integration may; facilitate better use of common resources and greater capacity to address public interests and needs, and enhance the social capital of those involved in social innovation (Eriksson & Hellström, 2021;Fox et al, 2019;Grimm et al, 2013).…”

“…Participation from a range of stakeholders was perceived as a key aspect of the innovation process in terms of shaping the nature of the work undertaken, and increasing the potential relevance and future success of the projects. This is important because complex challenges and needs may be better met through multi-actor, collaborative resource integration (Eriksson & Hellström, 2021).…”

“…Marques and colleagues (2018) argue that the theoretical and empirical foundations of social innovation could be developed through engaging with 'emerging and wellestablished concepts, which cover overlapping themes ' (p. 506). Hence this article draws on the developing body of work concerning value co-creation in services marketing and public management (specifically service-dominant logic or 'S-D logic') as a framework from which to explore social innovation and co-creation in a public service context, and to interpret and analyse the empirical findings reported in this article (Dudau et al, 2019;Eriksson & Hellström, 2021;Vargo & Lusch, 2004.…”

Coproduction and inclusion: A public administrator perspective

“…Osborne (2018) argued that coproduction stems from a manufacturing industry (and goods) dominance and linear logic of service delivery, whereas cocreation emphasizes dynamic and interactive relationships. Whereas coproduction rarely focuses beyond the dyad of employees of public organizations and citizens, the developments of cocreation have increasingly focused on how value is cocreated among public, private, and third sectors actors in complex public service ecosystems (e.g., Eriksson and Hellstr€ om 2021;Petrescu 2019).…”