Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/23067
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Co-production: What Makes Co-Production Work? Evidence from Pakistan
Authors: Farooqi, Seemab Ara
Contact Email: seemab.farooqi@stir.ac.uk
Keywords: Trust
Co-production
Commitment
Resources
Context
Issue Date: 2016
Publisher: Emerald
Citation: Farooqi SA (2016) Co-production: What Makes Co-Production Work? Evidence from Pakistan, International Journal of Public Sector Management, 29 (4), pp. 381-395.
Abstract: Purpose  In developing countries there is a growing recognition that co-production offers more cost effective and responsive service delivery options in low income areas. This paper explores the way co-production initiatives are managed in developing country, Pakistan.  Design/methodology/approach  A qualitative comparative case study design is used. Data is collected through 25 semi-structured interviews and document analysis and applies Institutional Analysis and Development (IAD) Framework for analysis.  Findings  The study suggests that challenges to co-production are more than a managerial problem which require a different set of capabilities on the part of the actors in order to achieve anticipated goals in the joint production of services. Co-production initiatives require formal structures and processes to involve the local community and third sector to work with the public sector as effective partners. Political and bureaucratic commitment in regional and local government and community willingness to engage act as a catalyst for the successful management of co-production.  Originality/value  The study extends understanding of what makes coproduction work, a less researched area on coproduction, drawing on a comparative analysis of two different institutional arrangements of coproduction.
Type: Journal Article
URI: http://hdl.handle.net/1893/23067
DOI Link: http://dx.doi.org/10.1108/IJPSM-10-2015-0190
Rights: This item has been embargoed for a period. During the embargo please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study. Publisher policy allows this work to be made available in this repository. Published in International Journal of Public Sector Management, Vol. 29 Iss: 4, pp.381 - 395 by Emerald. The original publication is available at: http://www.emeraldinsight.com/doi/full/10.1108/IJPSM-10-2015-0190
Affiliation: Management Work and Organisation

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