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Co-Production as Seen From a Top Management Perspective

Co-Production as Seen From a Top Management Perspective

Mette Vinther Larsen, Charlotte Øland Madsen
Copyright: © 2021 |Pages: 12
ISBN13: 9781799849759|ISBN10: 1799849759|ISBN13 Softcover: 9781799858850|EISBN13: 9781799849766
DOI: 10.4018/978-1-7998-4975-9.ch007
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MLA

Larsen, Mette Vinther, and Charlotte Øland Madsen. "Co-Production as Seen From a Top Management Perspective." Processual Perspectives on the Co-Production Turn in Public Sector Organizations, edited by Anja Overgaard Thomassen and Julie Borup Jensen, IGI Global, 2021, pp. 118-129. https://doi.org/10.4018/978-1-7998-4975-9.ch007

APA

Larsen, M. V. & Madsen, C. Ø. (2021). Co-Production as Seen From a Top Management Perspective. In A. Thomassen & J. Jensen (Eds.), Processual Perspectives on the Co-Production Turn in Public Sector Organizations (pp. 118-129). IGI Global. https://doi.org/10.4018/978-1-7998-4975-9.ch007

Chicago

Larsen, Mette Vinther, and Charlotte Øland Madsen. "Co-Production as Seen From a Top Management Perspective." In Processual Perspectives on the Co-Production Turn in Public Sector Organizations, edited by Anja Overgaard Thomassen and Julie Borup Jensen, 118-129. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-4975-9.ch007

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Abstract

This chapter addresses the ‘co-production turn' in public sector organisations from a top management perspective. The co-production turn is seen as a historical development from new public management to the concept of new public governance. Ideas on collaborative governance have been advanced as an answer to some of the challenges of the public sector in health services, caregiving, and social work. Current issues in welfare production in public sector organisations are seen as a result of the economic rationalisation ideas in new public management, and co-production has been theoretically advanced as a new way to involve citizens in the co-production of welfare. The co-production turn is explored as an emerging research field in this book, and in the current chapter, the authors explore how three top managers make sense of this concept when developing and implementing new strategies in their public organisations.

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