Understandings of ‘Users’ and ‘Innovation’ in a Public Sector Context

Langergaard, Luise Li

doi:10.4337/9780857931962.00019

Cited by 16 publications

(12 citation statements)

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“…The study is topical since it is increasingly argued that actors in different types of networks are held together, especially by competences and relations, and valuable outcomes unfold as collective social processes of interacting, developing and learning in multi-dimensional networks (Håkansson et al, 1999;Edvardsson et al, 2011;Mustak et al, 2013;Lusch et al, 2010). Notably, in the public service sector, networks are sought after as a source of novel kinds of service development and a better resolution of societal challenges (Langergaard, 2011). In innovation networks, the actors should learn new ways to integrate the resources and better "serve" (Möller and Rajala, 2007;Vargo and Lusch, 2008).…”

Section: Discussionmentioning

confidence: 99%

“…It would therefore seem important to study networked development practices of public service organizations, since these organizations are under pressure to create more flexible service systems, learning, and innovation, factors deriving from changing users' and stakeholders' needs. These organizations also differ in terms of their goals and drivers with respect to private ones (Langergaard, 2011). First, the aim of public service is to produce "public value" and balance different stakeholders' interests instead of maximizing the profit for shareholders (Moore, 1995).…”

Section: Networked Learning Studies and The Specifics Of The Public Service Contextmentioning

confidence: 99%

“…Moreover, the tradition of organizing service development and learning activities has been seen as rather controlled and top-down, rather than enabled as collective, networked bottom-up processes (Rashman et al, 2009;Gottfridsson, 2012;Gill et al, 2011). This way, despite the current initiatives of Networked Governance and user-driven innovations, in practice, there still seem to be rather few incentives for collaboration and networked, bottom-up knowledge creation beyond the sectorial boundaries (Langergaard, 2011). Brodtrick (1998) suggests that for networked service development, learning and societally valued innovations to occur, it is important to support the creation of trust, commitment and inter-personal connections between public service organizations managers, employees and service users.…”

Section: Networked Learning Studies and The Specifics Of The Public Service Contextmentioning

confidence: 99%

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Organizational learning in an innovation network

Kallio

Lappalainen

2015

J. of Service Theory Practice

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Purpose – The purpose of this paper is to examine how collaborative service development in a public-private citizen innovation network can be approached as an organizational learning process. Although the importance of learning in networks has been highlighted in earlier studies, the actual processes and outcomes have remained less studied, especially in the public service context. Design/methodology/approach – The approach taken is based on the theory of expansive learning. The empirical data were gathered in a qualitative case study that focused on a public service organization developing new activities for unemployed youth. The network around this focal organization consisted of citizens as end-users, private employers and a facilitating consultancy company. Findings – The findings illustrate how and what was learned in the complex network setting and how this learning created potential for collaborative service development in the future. Importantly, the public service organization started to perceive itself as an active agent enhancing collaboration. Research limitations/implications – The study revealed important interfaces between service development, organizational learning, and innovation activities in networks. This observation is in line with the service-dominant logic, particularly with its focus on actor-to-actor relationships in value co-creation. Practical implications – The importance of facilitation – particularly for the emergence of the agency of the focal organization – should be taken into account in the development of networked service innovations. Originality/value – This study illustrates how expansive learning theory may contribute on deepening understanding of the practical collaboration processes, as well as conceptual aims and outcomes of networked service innovations.

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Section: Discussionmentioning

confidence: 99%

Section: Networked Learning Studies and The Specifics Of The Public Service Contextmentioning

confidence: 99%

Section: Networked Learning Studies and The Specifics Of The Public Service Contextmentioning

confidence: 99%

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Organizational learning in an innovation network

Kallio

Lappalainen

2015

J. of Service Theory Practice

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“…Researchers have also identified a larger, paradigmatic change in the way in which the nature of the public sector and public services has been understood. This change has taken place during the last thirty-forty years and includes the transfer from the traditional public administration to New Public Management (NPM) and further to the emerging Network Governance (NG) (Langergaard, 2011).…”

Section: Innovation In the Public Sectormentioning

confidence: 99%

“…One of the most important ideas was handling the citizens as customers who have the right to require high service quality and free choice (Rhodes, 1996). NPM also meant that innovation was explicitly articulated as a goal (Langergaard, 2011).…”

Section: Innovation In the Public Sectormentioning

confidence: 99%

Innovation by Experimenting in Public Services

Leväsluoto

Hyytinen

Toivonen-Noro³

2019

Translational Systems Sciences

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Experimental development has been suggested to answer the problems of slowness and ineffectiveness in current innovation activities. It is also applied in the public sector, where it raises specific issues due to traditional bureaucracy and strong professionalism. In our study, carried out via interviews, we examined experimental development and its challenges in a middle-sized Finnish city. The experiment focused on a new integrated model of wellbeing that aimed to promote multiprofessional collaboration and citizen empowerment in child and family services. A common service plan and a digital platform were core elements in the model. However, the purpose of the experiment remained too vague to the practitioners and the experiment was stopped before the dead line. Central challenges were the one-sided focus on top-down management, growing workload, and problems of the digital platform. Despite the 'failure', the experiment offered valuable learnings that can be applied in the future. Clarifying the concept of experimenting and improving the collaboration between local activities and governmental policies are among the most important lessons learned.

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Redefining the Library: Co-Designing for Our Future Selves and Cities

Miettinen¹

2017

Public Library Quarterly

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Understandings of ‘Users’ and ‘Innovation’ in a Public Sector Context

Cited by 16 publications

References 0 publications

Organizational learning in an innovation network

Organizational learning in an innovation network

Innovation by Experimenting in Public Services

Redefining the Library: Co-Designing for Our Future Selves and Cities

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