|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|
|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.|
|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|
|Farooqi_IJPSM_2016.pdf||746.64 kB||Adobe PDF||Under Embargo until 9/5/2018 Request a copy|
Note: If any of the files in this item are currently embargoed, you can request a copy directly from the author by clicking the padlock icon above. However, this facility is dependant on the depositor still being contactable at their original email address.
This item is protected by original copyright
Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.
If you believe that any material held in STORRE infringes copyright, please contact email@example.com providing details and we will remove the Work from public display in STORRE and investigate your claim.