Proactivity in digital public services: A conceptual analysis |
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| Institution: | 1. University of Muenster – ERCIS, Leonardo-Campus 3, 48149 Münster, Germany;2. Linköping University, Department of Management and Engineering, 581 83 Linköping, Sweden;1. Reichman University, Israel;2. School of Communication, Ariel University, Israel;3. Bar-Ilan University, Israel;1. University of Klagenfurt, Universitaetsstrasse 65-67, 9020 Klagenfurt am Woerthersee, Austria;2. WU Vienna University of Economics and Business, Welthandelsplatz 1, 1020 Vienna, Austria;1. College of Public Administration, Huazhong University of Science and Technology, Wuhan 430074, China;2. John Glenn College of Public Affairs, The Ohio State University, Columbus, OH 43221, USA;3. School of Public Administration and Policy, Renmin University of China, Beijing 100872, China;4. Wuhan Natural Resources and Planning Information Center, Wuhan 430010, China;1. Leuphana University Lüneburg, Institute of Information Systems Research, Fakulty of Management and Technology, Universitätsallee 1, 21335 Lueneburg, Germany;2. Technische Universität Chemnitz, Thüringer Weg 11, 09126 Chemnitz, Germany;3. Colorado State University, Computer Information Systems, College of Business, Fort Collins, CO 80523, United States of America;4. University of Bremen, Bibliothekstraße 1, 28359 Bremen, Germany |
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| Abstract: | Public organizations are looking for new ways to use digital technologies to increase the efficiency of their internal processes and improve their interactions with clients, whether citizens or businesses. In response, scholars suggest that public organizations be proactive in digital public services such that the organizations approach their clients, rather than the other way around. In the most extreme form of proactivity, clients do not have to do anything to receive a public service. Although various examples of proactive public services are in use, how proactivity changes the conceptual understanding of digital public services remains unclear. Therefore, we derive the changes that proactivity causes in a conceptualization of digital public service by means of a conceptual analysis through the lens of a seminal theoretical work on proactivity. The results indicate that proactivity can ensure equal accessibility to a subset of public services, rely on more comprehensive integration of IT systems on the back end, and change how value is co-created in the service process. We formulate the changes as propositions that future work can investigate empirically and discuss proactive digital public services as a way to reduce clients' administrative burden. We contribute to theory by clarifying the conceptual changes in digital public services that proactivity invokes and call for joint research by scholars of public administration, information systems, and service management to relate the research streams of administrative burden and proactive digital public service. |
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