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Value Propositions in Public Collaborations: Regaining Organizational Focus Through Value Configurations
Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden ; Department of Work Life and Social Welfare, University of Borås, Borås, Sweden.ORCID iD: 0000-0001-8831-9013
Department of Health Sciences, University West, Trollhättan, Sweden.ORCID iD: 0000-0003-2476-4411
University of Skövde, School of Business. University of Skövde, Enterprises for the Future Research Environment. VID Specialized University, Oslo, Norway. (Medarbetarskap och organisatorisk resiliens (FORE))ORCID iD: 0000-0002-1989-2745
Department of Technology Management and Economics, Chalmers University of Technology, Gothenburg, Sweden.
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2022 (English)In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 33, no 4, p. 2070-2085Article in journal (Refereed) Published
Abstract [en]

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 conguration for granted and as a starting point. Drawing from two cases in Swedish healthcare, this paper argues that two other value congurations (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 congurations 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.

Place, publisher, year, edition, pages
John Wiley & Sons, 2022. Vol. 33, no 4, p. 2070-2085
Keywords [en]
Collaboration, Value proposition, Value configuration, Network, Shop, Chain, Public Management
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
URN: urn:nbn:se:his:diva-20725DOI: 10.1111/1467-8551.12567ISI: 000722883300001Scopus ID: 2-s2.0-85119953515OAI: oai:DiVA.org:his-20725DiVA, id: diva2:1614959
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2016-01124
Note

CC BY 4.0

First published: 27 November 2021

Corresponding author email: erik.eriksson@chalmers.se

The authors wish to thank the anonymous reviewers for valuable comments on earlier versions of this paper, as well as comments received at the British Academy of Management Conference, 3−5 September 2019. This study was funded by grants from Regional Cancer Centre West and the Swedish Research Council for Health, Working Life and Welfare [Grant No. 2018-01196].

Available from: 2021-11-29 Created: 2021-11-29 Last updated: 2022-10-18Bibliographically approved

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Gadolin, ChristianAndersson, Thomas

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