Deconstructing Design to Facilitate Its Research within Public Service Organisations

• Autorzy: Mateusz Lewandowski
• Języki publikacji: EN

Abstrakty

EN

Background. Design in public service organisations is an important context, possibly influencing many aspects of public management. Yet it has not been well included in the main research stream as a variable, mostly due to elusive understanding of the phenomenon and its weak operationalisation.
Research aims. This paper aims to further the understanding of design within Public Service Organisations (PSOs), in order to propose the main dimensions for measuring design within PSOs.
Methodology. This study uses a literature review and deconstruction based on a narrative analysis. Literature has been hand-picked according to snowball effect logic.
Key findings. The obtained results of deconstruction allowed for proposing a consistent and comprehensive framework of design within PSOs. It facilitates research by giving the ground for developing concrete measures. (original abstract)

Słowa kluczowe

EN

Public organisations; Public utility company

PL

Organizacje publiczne; Przedsiębiorstwo użyteczności publicznej

• Czasopismo: International Journal of Contemporary Management
• Rocznik: 2017
• Tom: 16
• Numer: nr 3
• Strony: 189--208

Twórcy

autor

Mateusz Lewandowski

• Jagiellonian University in Krakow, Poland

Bibliografia

• Alford, J. (2016). Co-Production, Interdependence and Publicness: Extending public service-dominant logic. Public Management Review, 18(5), 673-691.
• Ansell, C. & Torfing, J. (2014). Collaboration and design. New tools for public innovation. In: C. Ansell & J. Torfing (eds.), Public Innovation Through Collaboration and Design. London-New York: Routledge, 1-18.
• Barzelay, M. & Thompson, F. (2010). Back to the future: Making public administration a design science. Public Administration Review, 70, S295-S297.
• Bason, C. (2014). Design attitude as an innovation catalyst. In: C. Ansell & J. Torfing (eds.), Public Innovation Through Collaboration and Design. London-New York: Routledge, 209-228.
• Boland, R. & Collopy, F. (eds.) (2004). Managing as Designing. Stanford University Press.
• Boyett, I. (1996). The public sector entrepreneur - a definition. International Journal of Public Sector Management, 9(2), 36-51.
• Brand, W. (2017). Visual Thinking. Amsterdam: BIS Publishers.
• Cross, N. (1999). Natural intelligence in design. Design Studies, 20(1), 25-39.
• Currano, R., Steinert, M. & Leifer, L. (2012). Design Loupes: A Bifocal Study to Improve the Management of Engineering Design Innovation by Co-evaluation of the Design Process and Information Sharing Activity. In: H. Plattner, C. Meinel & L. Leifer (eds.), Design Thinking Research. Studying Co-Creation in Practice. Berlin-Heidelberg: Springer-Verlag, 36, 89-105.
• Deserti, A. & Rizzo, F. (2014). Design and organizational change in the public sector. Design Management Journal, 9(1), 85-97.
• Design Commission (2013). Restarting Britain 2: Design and Public Services.
• Design Council (2007a). A study of the design process. London: Design Council.
• Design Council (2007b). Eleven Lessons: Managing design in eleven global companies Desk research report. London.
• Dietz, G. & Hartog, D. (2006). Measuring trust inside organisations. Personnel Review, 35(5), 557-588.
• European Commission (2013). Implementing an Action Plan for Design-Driven Innovation, 1-12. http://ec.europa.eu/enterprise/policies/innovation/files/design/design-swd-2013-380_en.pdf (access: 25.02.2017).
• Ferrari, P.A. & Manzi, G. (2014). Citizens evaluate public services: a critical overview of statistical methods for analysing user satisfaction. Journal of Economic Policy Reform, 17(3), 236-252.
• Fundacja Rozwoju Demokracji Lokalnej (2013). Zarządzanie strategiczne w samorządzie lokalnym. Wnioski i rekomendacje płynące z debaty eksperckiej zorganizowanej przez Fundację Rozwoju Demokracji Lokalnej. Fundacja Rozwoju Demokracji Lokalnej. http://www.frdl.org.pl/pliki/frdl/zarzadzanie%20strategiczne/Raport_z_debaty.pdf (access: 20.02.2017).
• Gawroński, H. (2010). Zarządzanie strategiczne w samorządach lokalnych. Warszawa: Wolters Kluwer Polska.
• Gloppen, J. (2009). Perspectives on design leadership and design thinking and how they relate to European service industries. Design Management Journal, 4(1), 33-47.
• Haber, A. & Szałaj, M. (eds.) (2010). Ewaluacja w strategicznym zarządzaniu publicznym. Warszawa: Polska Agencja Rozwoju Przedsiębiorczości.
• Hertenstein, J.H., Platt, M.B. & Veryzer, R.W. (2013). What Is "Good Design"?: An Investigation of the Complexity and Structure of Design. Design Management Journal, 8(1), 8-21.
• Hughes, A., Moore, K. & Kataria, N. (2011). Innovation in Public Sector Organisations: A Pilot Survey for Measuring Innovation across the Public Sector. London: NESTA (March).
• Hyde, P. & Davies, H.T.O. (2004). Service design, culture and performance: Collusion and co-production in health care. Human Relations, 57(11), 1407-1426, http://doi.org/10.1177/0018726704049415 (access: 15.02.2017).
• IDEO (2012). Human Cente Design Toolkit.
• Lee, Y. & Evans, M. (2012). What drives organisations to employ design-driven approaches? A study of fast moving consumer goods brand development. Design Management Journal, 74-88.
• Lewandowski, M. (2017). Public organizations and business model innovation: The role of public service design. In: M. Lewandowski & B. Kożuch (eds.), Public Sector Entrepreneurship and the Integration of Innovative Business Models. Hershey, PA: IGI Global, 47-72.
• Lewandowski, M. & Kożuch, B. (eds.) (2017). Public Sector Entrepreneurship and the Integration of Innovative Business Models. Hershey, PA: IGI Global.
• Lojacono, G. & Zaccai, G. (2004). The Evolution of the Design-Inspired Enterprise. MIT Sloan Management Review, 44(4), 75-79.
• Løvlie, L., Downs, C. & Reason, B. (2008). Bottom-line Experiences: Measuring the Value of Design in Service Bottom-line Experiences: Measuring the Value of Design in Service. Design Management Review, 19(1), 73-79.
• Michlewski, K. (2008). Uncovering design attitude: Inside the culture of designers. Organization Studies, 29(3), 373-392.
• Miller, K. & Moultrie, J. (2013). Understanding the skills of design leaders. Design Management Journal, 8(1), 35-51.
• Mozota, B.B. de. (2008). A theoretical model for design in management science. Design Management Journal, 3(1), 30-37.
• Mulgan, G. & Albury, D. (2002). Innovation in the public sector. Framework, 16 (October), 1998-2002.
• Niven, P.R. (2003). Balanced Scorecard Step-by-step for Government and Nonprofit Agencies. Hoboken, N.J.: Wiley.
• Osborne, S.P., Radnor, Z. & Strokosch, K. (2016). Co-production and the co-creation of value in public services: A suitable case for treatment? Public Management Review, 18(5), 639-653.
• Osborne, S.P. & Strokosch, K. (2013). It takes two to tango? Understanding the co-production of public services by integrating the services management and public administration perspectives. British Journal of Management, 24(S3).
• PDR (2013). Designing Effective Public Services: A practical Guide for Public Service Managers.
• Public Administration Select Committee (2008). User Involvement in Public Services. Sixth Report of Session 2007-08.
• Rosensweig, R.R. (2011). More than heroics: building design as a dynamic capability. Design Management Journal, 6, 16-26.
• Saco, R.M. & Goncalves, A.P. (2008). Service design: An appraisal. Design Management Review, 19(1), 10-19.
• Sanders, E.B.E. (2002). From user-centered to participatory design approaches. In: J. Frascara (ed.), Design and the Social Sciences Making Connections. London: Taylor & Francis Books Limited, 1-8.
• Schön, D.A. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books.
• Steen, M. & De Koning, N. (2011). Benefits of co-design in service design projects Marc. International Journal of Design, 5(2), 53-60.
• Thoelen, A., Cleeren, S., Denis, A., Peters, K., Van Ael, K. & Willems, H. (2015). Public Service Design. A Guide for the Application of Service Design in Public Organisations. Brussels.
• Van Dooren, W., Bouckaert, G. & Halligan, J. (2015). Performance Management in the Public Sector (2nd ed.). London-New York: Routledge.
• Van Thiel, S. (2014). Research Methods in Public Administration and Public Management. London-New York: Routledge.
• Whicher, A. (2016). Benchmarking Design for Innovation Policy in Europe. Doctoral Dissertation at Cardiff Metropolitan University. Cardiff. https://repository.cardiffmet.ac.uk/handle/10369/7999 (access: 1.03.2017).
• Whicher, A., Swiatek, P. & Cawood, G. (2013). An overview of service design for the private and public sectors. See Platform, August.
• Whicher, A., Swiatek, P. & Thurston, P. (2016). Trends in design and government in Europe. Design Management Review, 27(1), 44-50.
• Zerbinati, S. & Souitaris, V. (2005). Entrepreneurship in the public sector: A framework of analysis in European local governments. Entrepreneurship & Regional Development, 17(1), 43-64.

Identyfikatory

DOI

10.4467/24498939IJCM.17.028.7548