Value Propositions in Public Collaborations: Regaining Organizational Focus Through Value Configurations
基于瑞典医疗保健的两个案例，论证公共合作中存在链式和车间式两种价值配置，对理解价值主张的发展同样重要，并提醒管理者不应盲目追随网络趋势而忽视内部流程。
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.