Types of coproduction and differential effects on organizational performance: Evidence from the New York City school system
| Author | Amanda Rutherford,Sean Nicholson‐Crotty,Julio César Zambrano‐Gutiérrez |
| Date | 01 September 2017 |
| Published date | 01 September 2017 |
| DOI | http://doi.org/10.1111/padm.12351 |
ORIGINAL ARTICLE
Types of coproduction and differential effects on
organizational performance: Evidence from the
New York City school system
Julio César Zambrano-Gutiérrez | Amanda Rutherford |
Sean Nicholson-Crotty
School of Public and Environmental Affairs,
Indiana University Bloomington,
Bloomington, IN
Correspondence
Julio César Zambrano-Gutiérrez, School of
Public and Environmental Affairs, Indiana
University Bloomington, 1315 E. 10th Street,
SPEA 412, Bloomington, IN 47405-7000,
USA.
Email: jczambra@indiana.edu
A growing body of literature explores the process of coproduction
by citizens and government employees in providing goods and ser-
vices, yet research that attempts to link coproduction to organiza-
tional performance offers contradictory findings. It is possible that
these conflicting results are a consequence of trying to compare
distinct categories of coproduction. This study identifies types of
coproduction, classified by which organizational tasks citizens can
influence during stages of policy design and implementation, and
tests whether these types have different effects on student profi-
ciency in Mathematics and English Language Arts using data from
New York City schools between 2007 and 2009. This study then
tests the degree to which different types of coproduction moder-
ate the negative effect of environmental turbulence on perfor-
mance. Results confirm that types of coproduction have varying
effects on organizational performance and can reduce, and even
eliminate, the negative effect of a turbulent environment on stu-
dent outcomes.
1|INTRODUCTION
Scholars increasingly study coproduction between citizens and government employees as a mechanism for improv-
ing organizational outcomes in the public sector. However, these studies have often produced contradictory findings
regarding the effect of coproduction on organizational outcomes (Bovaird and Downe 2008; Yang and Pandey
2011; Vamstad 2012; Jakobsen 2013; Jakobsen and Andersen 2013; Bartenberger and Széscilo 2016). This study
argues that these mixed findings may arise because existing studies have tried to compare distinct types of copro-
duction that can have different effects on organizational outcomes.
Indeed, previous research has identified numerous types of coproduction and offered taxonomies for classifying
these types (see for example Arnstein 1969; Whitaker 1980; Brudney and England 1983; Linders 2012; Brandsen
DOI: 10.1111/padm.12351
776 © 2017 John Wiley & Sons Ltd wileyonlinelibrary.com/journal/padm Public Administration. 2017;95:776–790.
To continue reading
Request your trial