In this paper we argue that the new public management has been a flawed paradigm for public services delivery that has produced very internally efficient but externally ineffective public service organizations. Subsequently we develop the SERVICE framework for sustainable public services and public service organizations. This framework is rooted within the public-service-dominant business logic and emphasizes the need for a focus on external value creation rather than internal efficiency alone.
Published inBRITISH JOURNAL OF MANAGEMENT
Pages424 - 438 (15)
CitationOSBORNE, S.P. ... et al, 2015. The SERVICE framework: a public-service-dominant approach to sustainable public services. British Journal of Management, 26 (3), pp. 424 - 438.
PublisherWiley / © British Academy of Management
VersionAM (Accepted Manuscript)
Publisher statementThis work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/
NotesThis is the peer reviewed version of the following article: OSBORNE, S.P. ... et al, 2015. The SERVICE framework: a public-service-dominant approach to sustainable public services. British Journal of Management, 26 (3), pp. 424 - 438., which has been published in final form at http://dx.doi.org/10.1111/1467-8551.12094. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving."