Public services are intangible, process driven and based upon a promise of what is to be delivered. The capacity of governments to meet citizens’ expectations in the service delivery process depends on multiple elements such as the service design and their internal choices on functioning mechanisms, but more importantly, on their capacity to engage in interactive and continuous relationships with their stakeholders and the external environment. Governments and public service organizations (PSOs) have been undertaking multiple innovations to enhance their capacity to increase their public service performance. For example, many governments decentralized the provision of public service delivery to a more local level with the aim to enhance opportunities to capture and address local needs and contextual differences. In addition, PSOs have adopted new forms of public service delivery and introduced managerial tools to become more efficient and effective. Most of the innovations they undertook are grounded in public management theory that focuses on managerial approach to public services delivery, efficiency and effective utilization of public resources, and an especial attention to the lessons from product manufacturing in private sector management (Hood, 1991).
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