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New development: Coping with value in co-creation-The same old story?
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DOI：10.1080/09540962.2026.2645210.png)
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Abstract
En 中文
Co-creation refers to the involvement of societal actors in generating public value. But who defines that value? Starting from an ideal definition of co-creation-emphasising that it is a response to shared problems and the needs of participants-this article argues that, in practice, the value intended for co-creation is often pre-defined by professionals and elected leaders. Such a gap between the ideal and reality should not come as a surprise, given that similar conflicts, tensions, and discrepancies have long been observed. However, this does not imply that the concept of co-creation should be dismissed altogether. Rather, we need to ask how the public sector can be improved by negotiating between competing ideas of governance, including co-creation. In recent years, co-creation has become a widely known and popular recipe for the creation of public value. This article reports on a study of co-creation initiatives, focusing on how municipal leaders engage in defining and realizing value within these initiatives. The study investigates how public leaders identify public value, how they select suitable partners for value creation, and how they design or organize the value creation process. Competing clusters of ideas about public governance offer different answers to these three questions, and the article compares co-creation with what is conceptualized as professionalism and managerialism. The findings indicate that value is often defined externally to the co-creation process, meaning that citizens and stakeholders are invited to contribute but play a limited role in setting the overall aim.
Keywords:
Co-creation
coping strategy
managerialism
new public governance
professionalism
public value
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