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Administrative Sciences
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Strategic Management of Public Services Organisations and Collaborative Governance: Integrating...
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Strategic Management of Public Services Organisations and Collaborative Governance: Integrating the Theoretical and Empirical Perspectives

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (31 October 2019) | Viewed by 25402

Special Issue Editor

Prof. Dr. Edoardo Ongaro

E-Mail Website
Guest Editor
Public Management, The Open University, Walton Hall MK7 6AA, UK
Interests: public management; public policy and administration

Special Issue Information

Dear Colleagues,

The purpose of this Special Issue is outlining paths of integration between the two strands of research in the strategic management of public services organisations, on one hand, and the strand of inquiry into developing collaborative governance, on the other hand. This Special Issue stems from the research team of the European Union funded project “COGOV”, which aims at integrating the two theoretical perspectives.

Papers in the Special Issue will cover both terrains of inquiry.

The introduction paper (prepared by Edoardo Ongaro, Ewan Ferlie, Keith Shaw and Jacob Torfing) will outline possible lines of interconnection between the stream of research in the strategic management of public services organisations and the strand of inquiry in collaborative governance and highlight ways forward to combine the two streams of research for the renewal of public governance.

Prof. Dr. Edoardo Ongaro
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • strategic management
  • public service
  • public organisation
  • collaborative governance
  • public governance
  • co-governance
  • co-production

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Published Papers (4 papers)

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Research

17 pages, 566 KiB  
Article
Collaborative Innovation in Public Administration: Theoretical Background and Research Trends of Co-Production and Co-Creation
by Tina Jukić, Primož Pevcin, Jože Benčina, Mitja Dečman and Sanja Vrbek
Adm. Sci. 2019, 9(4), 90; https://doi.org/10.3390/admsci9040090 - 26 Nov 2019
Cited by 28 | Viewed by 7824
Abstract
This paper presents the results of the content analysis of 139 Web of Science papers focused on collaborative innovation with external stakeholders of public administration, specifically on co-production and co-creation. The analysis included papers published between 2009 and 2018 and was based on [...] Read more.
This paper presents the results of the content analysis of 139 Web of Science papers focused on collaborative innovation with external stakeholders of public administration, specifically on co-production and co-creation. The analysis included papers published between 2009 and 2018 and was based on a coding scheme consisting of 12 parameters grouped into four groups: paper descriptors, financial support of the research, methodological framework, and co-creation characteristics. The results reveal a considerable increase in researchers’ interest in co-production and co-creation in the context of public administration in the last few years. This is particularly the case in Northern and Western Europe, where Anglo-Saxon and Nordic administrative traditions dominate. Furthermore, the results show that co-creation is most often placed in the contexts of social policy and welfare, as well as health care. Over the selected period, research seldom addressed companies as a target group in the co-creation of public services—in comparison to citizens and internal users. More than three quarters of the papers observed were empirical and less than 20% were quantitative. In general, a lack of conceptual clarity was often identified through the interchangeable usage of the terms co-creation and co-creation and the low level of international comparison—the majority of the papers focused on case descriptions at a national level, even though collaborative innovation is strongly related to administrative traditions dominating in specific regions. Full article
(This article belongs to the Special Issue Strategic Management of Public Services Organisations and Collaborative Governance: Integrating the Theoretical and Empirical Perspectives)
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15 pages, 290 KiB  
Article
Changed Roles and Strategies of Professionals in the (co)Production of Public Services
by Nicolette van Gestel, Marlot Kuiper and Wiljan Hendrikx
Adm. Sci. 2019, 9(3), 59; https://doi.org/10.3390/admsci9030059 - 14 Aug 2019
Cited by 23 | Viewed by 4870
Abstract
This paper investigates the changed roles and strategies of professionals in a context of hybrid welfare state reform. This context exposes public professionals to market regulation and rationalization (new public management), and simultaneously expects them to work across professional borders to co-produce public [...] Read more.
This paper investigates the changed roles and strategies of professionals in a context of hybrid welfare state reform. This context exposes public professionals to market regulation and rationalization (new public management), and simultaneously expects them to work across professional borders to co-produce public services together with their clients, colleagues and other stakeholders (new public governance). Adopting a comparative perspective, we studied different types of professionals for their views on the implications of this reform mix on their work. Hence, we investigate ‘strategy’ at the macro level of public sector reform and at the micro level of professionals’ responses. The study is based on literature and policy documents, participatory observations and especially (group) interviews with professionals across Dutch hospitals, secondary schools and local agencies for welfare, care or housing. We found that professionals across these sectors, despite their different backgrounds and status, meet highly similar challenges and tensions related to welfare state reform. Moreover, we show that these professionals are not simply passive ‘victims’ of the hybrid context of professionalism, but develop own coping strategies to deal with tensions between different reform principles. The study contributes to understanding new professional roles and coping strategies in welfare state reform, in a context of changing relationships between professions and society. Full article
(This article belongs to the Special Issue Strategic Management of Public Services Organisations and Collaborative Governance: Integrating the Theoretical and Empirical Perspectives)
18 pages, 308 KiB  
Article
Interactive Political Leadership in Theory and Practice: How Elected Politicians May Benefit from Co-Creating Public Value Outcomes
by Jacob Torfing and Eva Sørensen
Adm. Sci. 2019, 9(3), 51; https://doi.org/10.3390/admsci9030051 - 18 Jul 2019
Cited by 34 | Viewed by 7307
Abstract
This paper argues that elected politicians may strengthen their political leadership role by initiating, orchestrating and engaging in the co-creation of public value outcomes. The collaborative turn in public value theory shows how public managers may mobilize the knowledge, ideas and resources of [...] Read more.
This paper argues that elected politicians may strengthen their political leadership role by initiating, orchestrating and engaging in the co-creation of public value outcomes. The collaborative turn in public value theory shows how public managers may mobilize the knowledge, ideas and resources of users, citizens and organized stakeholders, but it has so far neglected the role of elected politicians who tend to be reduced to a legitimizing sounding board for public managers aiming to advance public value creation in collaboration with a plethora of public and private actors. This paper seeks to compensate this benign neglect by advancing a new notion of ‘interactive political leadership’. This new construct aims to conceptualize the way that elected politicians may develop new and better policy solutions through a problem-focused interaction with relevant and affected actors from the economy and civil society, including users, volunteers, citizens and other lay actors. The theoretical argument about the development of interactive political leadership, which takes us beyond the traditional forms of sovereign political leadership that perceives politicians as ‘elected kings’, is illustrated by empirical examples drawn from local, national and supranation levels of government. Full article
(This article belongs to the Special Issue Strategic Management of Public Services Organisations and Collaborative Governance: Integrating the Theoretical and Empirical Perspectives)
18 pages, 247 KiB  
Article
Exploring Strategy-Making in ‘Non-New Public Management’ Public Services Settings: The Case of European Union Agencies
by Edoardo Ongaro and Ewan Ferlie
Adm. Sci. 2019, 9(1), 23; https://doi.org/10.3390/admsci9010023 - 11 Mar 2019
Cited by 13 | Viewed by 4763
Abstract
A growing public management literature has debated whether strategic management models originally developed for private firms are also relevant to contemporary public agencies. Thus far, it has been easier to apply strategic management models centred on competitive advantage in jurisdictions in which new [...] Read more.
A growing public management literature has debated whether strategic management models originally developed for private firms are also relevant to contemporary public agencies. Thus far, it has been easier to apply strategic management models centred on competitive advantage in jurisdictions in which new public management (NPM) reforms have left an enduring inheritance, with the emphasis in these settings on the autonomization of public agencies and a prominent concern with ‘performance’. Based on the case study of public agencies in the European Union, we argue there is potential to apply strategic management models in other jurisdictions where the penetration of NPM has been much lower, provided certain conditions of agency autonomy are met and factors—such as stakeholders’ expectations stimulating the adoption of strategic management models—perform as the functional equivalent of the pressures provided by NPM incentivization systems. The paper contributes to the literature aimed at employing the discipline of strategic management—a thriving field of inquiry business administration and management—as a valuable source of knowledge for the advancement of public management. Full article
(This article belongs to the Special Issue Strategic Management of Public Services Organisations and Collaborative Governance: Integrating the Theoretical and Empirical Perspectives)
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