dc.contributor.author | Eriksson, Erik | |
dc.contributor.author | Gadolin, Christian | |
dc.contributor.author | Andersson, Thomas | |
dc.contributor.author | Hellström, Andreas | |
dc.contributor.author | Lifvergren, Svante | |
dc.date.accessioned | 2022-01-19T10:56:04Z | |
dc.date.available | 2022-01-19T10:56:04Z | |
dc.date.created | 2022-01-10T15:44:47Z | |
dc.date.issued | 2021 | |
dc.identifier.citation | British Journal of Management. 2021, 1-16. | en_US |
dc.identifier.issn | 1045-3172 | |
dc.identifier.uri | https://hdl.handle.net/11250/2838202 | |
dc.description.abstract | There is consensus that complex problems of contemporary society call for public service collaborations. So-called public service logic (PSL) focuses on joint value creation among a multiplicity of actors in service ecosystems. Despite recognizing various actors, this logic is essentially user-centric, with the service user being the one realizing the value. Consequently, single and collaborating organizations cannot deliver value, only potential value, or so-called value propositions. The elusive public service logic takes a network value configuration for granted and as a starting point. Drawing from two cases in Swedish healthcare, this paper argues that two other value configurations (chain and shop) are also relevant for understanding the development of value propositions – and that these may be related to both intra- and inter-organizational processes. Theoretically, we conclude that just like public service logic, other collaborative public management theories need to recognize the importance of a multiplicity of value configurations and that these are often related to both intra- and inter-organizational processes. We conclude that managers should not adopt the latest network trends without first reflecting on the relevance of existing internal processes. | en_US |
dc.language.iso | eng | en_US |
dc.publisher | Wiley-Blackwell Publishing | en_US |
dc.rights | Navngivelse 4.0 Internasjonal | * |
dc.rights.uri | http://creativecommons.org/licenses/by/4.0/deed.no | * |
dc.subject | Helsevesen | en_US |
dc.subject | Helsevesen | en_US |
dc.subject | Samarbeid | en_US |
dc.subject | Collaboration | en_US |
dc.subject | public management | en_US |
dc.subject | chain | en_US |
dc.subject | shop | en_US |
dc.subject | network | en_US |
dc.subject | value configuration | en_US |
dc.subject | value proposition | en_US |
dc.subject | collaboration | en_US |
dc.title | Value propositions in public collaborations: Regaining organizational focus through value configurations | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | publishedVersion | en_US |
dc.rights.holder | © 2021 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management. | en_US |
dc.subject.nsi | VDP::Samfunnsvitenskap: 200 | en_US |
dc.subject.nsi | VDP::Social sciences: 200 | en_US |
dc.source.pagenumber | 1-16 | en_US |
dc.source.journal | British Journal of Management | en_US |
dc.identifier.doi | 10.1111/1467-8551.12567 | |
dc.identifier.cristin | 1977755 | |
cristin.ispublished | true | |
cristin.fulltext | original | |
cristin.qualitycode | 2 | |