What causes imbalance in complex service networks? Evidence from a public health service. (20th March 2017)

• Record Type: Journal Article
• Authors: Verleye, Katrien; Jaakkola, Elina; Hodgkinson, Ian R.; Jun, Gyuchan Thomas; Odekerken-Schröder, Gaby; Quist, Johan
• Is Part Of: Journal of service management. Volume 28:Number 1(2017)
• Page Start: 34
• Page End: 56
• Publication Date: 2017-03-20
• Subjects: Service-dominant logic -- NHS -- Health services -- Value co-creation -- Public services -- Stakeholder theory -- Institutional logics -- Service networks -- Complex service systems -- Balanced centricity -- Mid-Staffordshire Trust; Service industries -- Management -- Periodicals; 658.005
• DOI: 10.1108/JOSM-03-2016-0077
• Languages: English
• ISSNs: 1757-5818

Abstract

Abstract : Purpose: Service networks are inherently complex as they comprise of many interrelated actors, often driven by divergent interests. This can result in imbalance, which refers to a situation where the interests of at least one actor in a network are not secured. Drawing on the "balanced centricity" perspective, the purpose of this paper is to explore the causes of imbalance in complex service networks. Design/methodology/approach: Adopting a qualitative case-based approach, this paper examines a public health service network that experienced imbalance that was detrimental to the lives of its users: the Mid-Staffordshire National Health Service (NHS) Trust, UK. Drawing on service-dominant logic and stakeholder theory, case evidence provides insight into the origin and drivers of imbalance in complex public service networks. Findings: The origin of imbalance stems from competing institutional logics of various actors (patients/public, employees, managers, regulatory bodies, etc.), but the degree to which these competing institutional logics lead to imbalance is moderated by accountability, communication, engagement, and responsiveness within the service network. Research limitations/implications: By uncovering causes of imbalance in complex public service networks, this paper pinpoints important research avenues for developing the balanced centricity perspective. Practical implications: The inherent existence of multiple parallel institutional arrangements makes networks imbalanced, but value creation can be achieved when the appropriate mechanisms are fostered to manage balance between divergent logics. Originality/value: By examining imbalance as the underlying cause of network dysfunction, this research contributes to understanding of the dynamics in, and performance of, complex public service networks.