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dc.contributor.authorLarsson, Karl Kristian
dc.contributor.authorSkjølsvik, Tale
dc.date.accessioned2022-03-01T09:09:52Z
dc.date.available2022-03-01T09:09:52Z
dc.date.created2021-12-04T22:42:13Z
dc.date.issued2021-12-03
dc.identifier.issn1471-9037
dc.identifier.issn1471-9045
dc.identifier.urihttps://hdl.handle.net/11250/2981961
dc.description.abstractThis paper offers a theoretical framework for digital co-production in public services and considers the benefits and limitations such services can have for citizens. Based on examples from the Norwegian Labour and Welfare administration, we argue that digital services are being developed in primarily four directions, depending on a choice of goal and strategy. The four types of services create value for citizens in different ways, but also have different limitations. The proposed framework, along with the examples given, provides important insight into the multiplicity and limitations of public sector digital services.en_US
dc.description.sponsorshipThe research underlying this paper was co-financed by the Norwegian Labour and Welfare Administration (NAV) and the Research Council of Norway [grant number 289920] as part of the Public Sector Ph.D. scheme.en_US
dc.language.isoengen_US
dc.publisherRoutledgeen_US
dc.relation.ispartofseriesPublic Management Review;
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectDigitalisationen_US
dc.subjectCo-productionen_US
dc.subjectCitizen empowermenten_US
dc.subjectAutomationen_US
dc.subjectDigital tailoringen_US
dc.titleMaking sense of the digital co-production of welfare services: using digital technology to simplify or tailor the co-production of servicesen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionacceptedVersionen_US
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2
dc.identifier.doihttps://doi.org/10.1080/14719037.2021.2010402
dc.identifier.cristin1964720
dc.source.journalPublic Management Reviewen_US
dc.source.pagenumber25en_US
dc.relation.projectNorges forskningsråd: 289920en_US


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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