New development: Value destruction in public service delivery—a process model and its implications

Tie Cui · Stephen P. Osborne

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Public Policy and Administration Research Public Administration in Developing Nations Service and Product Innovation

Abstract

IMPACTPublic services do not necessarily lead to value creation. Instead, they can destroy value and make service users’ lives worse. In this article, we reflect on the growing discourse on ‘value destruction’ and make two contributions. First, we distinguish three characteristics of value destruction perspective. Second, we offer a parsimonious process model of value destruction. We suggest to policy-makers and public managers that value destruction can occur at any stage of public service design/delivery, damaging individual citizens and/or the whole society. There is no one-size-fits-all countermeasure, but contingency planning and a whole picture, dynamic thinking, are important.

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References

2015Institutions and axioms: an extension and update of service-dominant logic 2012Critical service logic: making sense of value creation and co-creation 2010Not always co‐creation: introducing interactional co‐destruction of value in service‐dominant logic 2002Public‐Value Failure: When Efficient Markets May Not Do 2016Towards a multi-actor theory of public value co-creation 2011From Private Choice to Public Value?2022Value Creation in the Public Service Ecosystem: An Integrative Framework 2021Beyond co‐production: Value creation and public services

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2024Public Service Explained 2025Wicked problems and value co-destruction in service ecosystems: navigating the tension between public and private value 2025The relationship between public service effectiveness and public value in local authorities 2024New development: Understanding the relationship between public sector consulting and public value destruction—An epistemic learning perspective 2024Accounting for Knowledge-intensive Public Organizations: challenges represented by COVID-19 to achieve Sustainable Development Goals

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