Identifying influencing factors of sustainable public service transformation: a systematic literature review
| Author | Iniobong Enang,Stephen J. Bailey,Darinka Asenova |
| Published date | 01 March 2022 |
| Date | 01 March 2022 |
| DOI | http://doi.org/10.1177/0020852319896399 |
| Subject Matter | Articles |
Article
Identifying influencing
factors of sustainable
public service
transformation:
a systematic
literature review
Iniobong Enang
Glasgow Caledonian University, Scotland, UK
Darinka Asenova
Glasgow Caledonian University, Scotland, UK
Stephen J. Bailey
Glasgow Caledonian University, Scotland, UK
Abstract
This article continues the conversation on public service innovation and transformation
in the International Review of Administrative Sciences. Political, socio-economic and tech-
nological changes drive public service transformation in rendering current ser vice deliv-
ery models increasingly ineffective. However, public service transformation introduces
risks. This article finds a paucity of academic research into those risks, highlighting need
for their management. The key conclusion is that risk management, leadership and
public participation can facilitate or hinder public service transformation.
Points for practitioners
Risk management features prominently in public and private sector discourse, and is
perceived as a core element of corporate governance and a tool for achieving strategic
objectives. It is key to facilitating public service transformation and ensuring that
Corresponding author:
Iniobong Enang, Glasgow School of Business and Society, Glasgow Caledonian University, 70 Cowcaddens
Road, Glasgow G4 0BA, Scotland, UK.
Email: iniobong.enang@gcu.ac.uk
International Review of Administrative
Sciences
!The Author(s) 2020
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DOI: 10.1177/0020852319896399
journals.sagepub.com/home/ras
2022, Vol. 88(1) 258–280
organizational objectives are achieved because it can optimise inherent opportunities
while mitigating associated risks. This article contributes to public administration prac-
tice by developing a new conceptualization of the role of risk management in public
service transformation.
Keywords
leadership, public participation, public service transformation, risk
Introduction
This article continues the conversation on public service innovation and transfor-
mation in the International Review of Administrative Sciences (IRAS) (De Vries
et al., 2018; Evans et al., 2018; Godenhjelm and Johanson, 2018; Hartley and
Rashman, 2018; Lewis et al., 2018; Van Acker and Bouckaert, 2018).
It considers the internal institutional context and factors facilitating or hindering
public service transformation (PST), and then seeks to promote understanding of
those factors. PST is a discontinuous process of change in which the new position
differs fundamentally from the previous service scenario (Roggema et al., 2012),
thus creating problems for policymakers, service managers and their clients
(Osborne and Brown, 2011).
This article reports on a systematic literature review (SLR) that minimizes the
risk of selection bias, ensures methodical rigour and encourages transparent pro-
cesses and the accumulation of collective insights via theoretical synthesis
(Tranfield et al., 2003). The key conclusion is that risk management, leadership
and public participation can facilitate or hinder PST.
Methods
The SLR was conducted in three phases: SLR 1 articles were published between
2010
1
and 2015; SLR 2 articles were published between 2015 and 2017; and SLR 3
articles were published between 2018 and March 2019.
2
The Preferred Reporting
Items for Systematic Reviews and Meta-Analyses (PRISMA, 2015) approach was
adopted. Relevant studies were identified by searching databases and journals.
Search strings were:
•(‘public service’) AND (transform* OR reform*) AND (barrier* OR chal-
lenge*); and
•(‘public service’) AND (transform* OR reform*).
SLR 1 articles were mostly UK-focused, which limits the generalizability/external
validity of the results. SLRs 2 and 3
3
addressed these limitations. NVivo guided
259
Enang et al.
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