Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/275502 
Year of Publication: 
2023
Citation: 
[Journal:] Administrative Sciences [ISSN:] 2076-3387 [Volume:] 13 [Issue:] 2 [Article No.:] 37 [Year:] 2023 [Pages:] 1-15
Publisher: 
MDPI, Basel
Abstract: 
In this paper, I explore whether and how New Public Management (NPM) inhibits the long-term sustainability of co-production between non-profit practitioners and service users in the United Kingdom. I show how the key elements of NPM (contracts and competitive tendering, performance measurement, a pressure for non-profits to become more 'business-like', and the framing of citizens as 'customers') provide distinct barriers for non-profits to engage in co-production over the longer term, inhibiting the long-term creation of value for citizens. Through an analysis of seven case study organisations, this paper contributes to building theory about the sustainability of co-production, the factors that shape enduring co-production, and the compatibility/incompatibility of NPM tools with co-production.
Subjects: 
co-production
New Public Management
non-profit organisations
sustainability
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
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