Two decades of research on innovation in services: Which place for public services?
TL;DR: In this paper, the authors examine four different theoretical perspectives used in studies of service innovation: assimilation, demarcation, inversion and integration/synthesis, and conclude that these features do not constitute a strong case for studying public service innovation as if it were something sui generis, let alone continuing to neglect it.
About: This article is published in Structural Change and Economic Dynamics.The article was published on 2013-12-01 and is currently open access. It has received 215 citations till now. The article focuses on the topics: Open innovation & Service innovation.
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Journal Article•
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TL;DR: A good is something you buy and consume, and a service is something that someone does for you, which means you are paying for a service.
Abstract: A good is something you buy and consume. Goods are things that you can keep, eat, or use. If you go to the store and buy an apple, you get to keep the apple and take it home with you, so it is a good. A service is something that someone does for you. When you buy a service, you hire people to perform work. You are not buying something you can touch or hold. If your car is broken, you might hire someone to fix it. You are paying for a service.
231 citations
TL;DR: In this article, the authors discuss how public sector innovation can be captured and to what extent measurement can be based on frameworks originally developed in a private sector context, while there are important differences between the public and the private sector that should be reflected in a measurement framework, there is also considerable common ground that can be drawn upon.
213 citations
TL;DR: In this article, the authors argue that the new public management has been a flawed paradigm for public services delivery that has produced very internally efficient but externally ineffective public service organizations, and they argue that it is essential for PSOs to move beyond the transactional approach and take a relational and public-service-dominant approach.
Abstract: In this paper we argue that the new public management has been a flawed paradigm for public services delivery that has produced very internally efficient but externally ineffective public service organizations. Subsequently we develop the SERVICE framework for sustainable public services and public service organizations. This framework is rooted within the public-service-dominant business logic and emphasizes the need for a focus on external value creation rather than internal efficiency alone. Building upon the call of Ashworth et al. (2013) for more theoretical critique and development of public management theory, the central argument of this paper is that the premises that underlie much contemporary public management theory, in its guise as the new public management (NPM), are flawed and have led to variable results in implementation. Far from creating the basis for sustainable public service organizations (PSOs) this body of theory has actually undermined their sustainability by encouraging a short-term, introspective and transactional approach to the delivery of public services (McLaughlin, Osborne and Chew, 2009; Radnor, 2007). We offer an alternative to this, based within the public-service-dominant framework for public services delivery (Osborne, Radnor and Nasi, 2013). We argue that it is essential for PSOs to move beyond the transactional approach and take a relational and public-service-dominant approach that emphasizes three elements: building relationships across the public service delivery system; understanding that sustainability derives from the transformation of user knowledge; and professional understanding of the public service delivery process which is predicated upon the inalienable co-production with service users. Consequently this paper is in three parts. The first part develops a critique of the NPM and poses the ‘new public governance’ (NPG) as an alternative to it. The second part of the paper then offers a framework within which to situate sustainable business models for a whole range of PSOs − the SERVICE framework. The final part of the paper highlights its contribution and implications for theory and practice. Further, because this paper is a conceptual and theoretical one, the research agenda at the end of the paper details the research needed in the future to empirically test, validate and develop the framework proposed.
168 citations
TL;DR: In this article, the authors developed a framework for measuring public sector innovation, drawn from surveys of innovation in the public sector and cognitive testing interviews with public sector managers, to develop a framework.
138 citations
Cites background from "Two decades of research on innovati..."
...The public management literature made a substantial contribution to the studies listed in Table 1 by identifying the factors that need to be measured in order to understand how innovation occurs (Djellal et al., 2013)....
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References
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Book•
01 Mar 2003TL;DR: Open Innovation: The New Imperative for Creating and Profiting From Technology as discussed by the authors is a book by Henry Chesbrough, which discusses the importance of open innovation for creating and profiting from technology.
Abstract: The article reviews the book “Open Innovation: The New Imperative for Creating and Profiting From Technology,” by Henry Chesbrough.
8,644 citations
"Two decades of research on innovati..." refers background in this paper
...However, the literature on innovation in services has emphasized the role of interactive structures and processes that are part of the general perspective of open innovation (Chesbrough, 2003) encompassing different cooperative models that are more or less sophisticated and formalized....
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TL;DR: In this article, the authors describe and explain sectoral patterns of technical change as revealed by data on about 2000 significant innovations in Britain since 1945, which can be explained by sources of technology, requirements of users, and possibilities for appropriation.
5,749 citations
Journal Article•
3,494 citations
"Two decades of research on innovati..." refers background in this paper
...Unlike the traditional industrial cycle (Abernathy and Utterback, 1978), characterized by a period of dominant product innovation, the conception of a dominant design, then a period of dominant process innovation, the cycle of services is dominated in its first two phases by incremental process…...
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...Unlike the traditional industrial cycle (Abernathy and Utterback, 1978), characterized by a period of dominant product innovation, the conception of a dominant design, then a period of dominant process innovation, the cycle of services is dominated in its first two phases by incremental process innovation and radical process innovation, and in its...
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TL;DR: This paper found that computer capital substitutes for workers in performing cognitive and manual tasks that can be accomplished by following explicit rules, and complements workers in non-routine problem-solving and complex communications tasks.
Abstract: We apply an understanding of what computers do to study how computerization alters job skill demands. We argue that computer capital (1) substitutes for workers in performing cognitive and manual tasks that can be accomplished by following explicit rules; and (2) complements workers in performing nonroutine problem-solving and complex communications tasks. Provided these tasks are imperfect substitutes, our model implies measurable changes in the composition of job tasks, which we explore using representative data on task input for 1960 to 1998. We find that within industries, occupations and education groups, computerization is associated with reduced labor input of routine manual and routine cognitive tasks and increased labor input of nonroutine cognitive tasks. Translating task shifts into education demand, the model can explain sixty percent of the estimated relative demand shift favoring college labor during 1970 to 1998. Task changes within nominally identical occupations account for almost half of this impact.
2,843 citations
Book•
01 Apr 1999
TL;DR: Pine and Gilmore as discussed by the authors argue that experience is the missing link between a company and its potential audience, and show new rich examples including the U.S. Army, Heineken Experience, Autostadt, Vinopolis, American Girl Place, and others.
Abstract: In 1999, Joseph Pine and James Gilmore offered this idea to readers as a new way to think about connecting with customers and securing their loyalty. As a result, their book "The Experience Economy" is now a classic, embraced by readers and companies worldwide and read in more than a dozen languages. And though the world has changed in many ways since then, the way to a customer's heart has not. In fact, the idea of staging experiences to leave a memorable and lucrative impression is now more relevant than ever. With an ongoing torrent of brands attacking consumers from all sides, how do you make yours stand out? Welcome to the new "Experience Economy". With this fully updated edition of this book, Pine and Gilmore make an even stronger case that experience is the missing link between a company and its potential audience. It offers new rich examples including the U.S. Army, Heineken Experience, Autostadt, Vinopolis, American Girl Place, and others to show fresh approaches to scripting and staging compelling experiences, while staying true to the very real economic conditions of the day.
2,653 citations
"Two decades of research on innovati..." refers background in this paper
...New theoretical research prospects have emerged, including the functional economy (Stahel, 1997), experience economy (Pine and Gilmore, 1999), and characteristic-based approaches (Gallouj and Weinstein, 1997)....
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