Public services management and co-production in multi-level governance settings (notice n° 220572)
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| fixed length control field | 02238cam a2200205 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250112055905.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Sicilia, Mariafrancesca |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Public services management and co-production in multi-level governance settings |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2016.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 2 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | From a normative stance, co-production has been recommended at all stages of the public service cycle. However, previous empirical studies on co-production have neglected the question of how to make this happen. Moreover, little attention has been paid to how co-production might occur in multi-level governance settings. The aim of this article is to fill these gaps, identifying triggers and organizational and managerial issues that could support the adoption of co-production in multi-level governance settings. The empirical analysis is based on a case study of services for autistic children. The findings highlight that co-production was prompted by inter-organizational arrangements and that trust-building among the actors played a pivotal role in nurturing a coproduction approach.Points for practitionersFrom an organizational perspective, our case study shows that, in order to foster coproduction in multi-level governance settings, all stages of the public service cycle should be aligned and inspired by the same logic. From a managerial perspective it highlights that the implementation of co-production requires new managerial skills and tools. Public managers are asked to listen to community groups and individuals, to mobilize collective resources and knowledge, and exercise a meta-governance role. Finally, in order to have co-produced services, our findings point to the need to start thinking differently about the roles of civil society and government in satisfying the common good. |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Guarini, Enrico |
| Relator term | author |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Sancino, Alessandro |
| Relator term | author |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Andreani, Martino |
| Relator term | author |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Ruffini, Renato |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | International Review of Administrative Sciences | 82 | 1 | 2016-03-16 | p. 11-32 | 0303-965X |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-international-review-of-administrative-sciences-2016-1-page-11?lang=en">https://shs.cairn.info/journal-international-review-of-administrative-sciences-2016-1-page-11?lang=en</a> |
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