Rocco Palumbo

Despite the accelerated pace toward digitalization, contextualizing public service co-production in the digital domain is tricky. Drawing on a domain-based literature review including 58 scholarly contributions, this article proposes an integrative framework synthesizing the context, contents, and processes of digital public service co-production. The digital servicescape hosting public service co-production relies on a compelling socio-technical backbone. Delicate ethical challenges arise from framing public service co-production in the digital setting, increasing the risks of public value contamination. Amalgamating meaningfulness, authenticity, transparency, and accessibility is conducive to overcoming such challenges, thereby fostering public value co-creation in the digital environment.

The article examines how leadership grounded in authentic exchanges fosters the commitment of public sector employees who are victims of workplace harassment. The study findings revealed that authenticity boosts commitment by enhancing team climate. However, authentic leaders are less effective when harassment is substantiated into illegitimate interference with job-related tasks. In this case, harassment undermines the meaningfulness of work and depletes public servants’ work experience. When harassment prevents public servants from contributing to public value generation, authenticity fails to ignite positive work attitudes. Actions should be taken to empower harassed public servants to maintain control over their jobs and preserve positive emotions at work. Perceived loss of control caused by harassment deteriorates the psycho-social attributes of work, spoiling public servants’ commitment.

Purpose: Scholars and practitioners have shown significant interest in the drivers of organizational survival. Black swan events, such as COVID-19, emphasize the salience of strategic renewal in ensuring organizational survival. However, consensus on the understanding of strategic renewal is limited. This study aims to achieve conceptual clarity on the definition of strategic renewal and synthesizes empirical evidence to articulate an integrative framework about the determinants of strategic renewal. Design/methodology/approach: A mixed methodology combining bibliometric and systematic review was arranged to frame extant scholarly knowledge on strategic renewal. Altogether, 43 empirical studies were selected based on their relevance to identify the drivers of strategic renewal and arrange an integrative framework. Findings: The review enabled the authors to identify 15 factors driving strategic renewal, which were categorized into three levels: strategic, organizational and managerial. An integrative framework was developed, representing the most influential factors at each stage of strategic renewal. Originality/value: Fragmentation characterizing research about strategic renewal generates ambiguities that blur its conceptualization. Heterogeneous views and lack of consensus hamper the advancement of scientific knowledge in this domain. This integrative review advances the understanding of the drivers of strategic renewal. Furthermore, the integrative framework offers scholars and practitioners a comprehensive visual map of the strategic renewal process, enhancing the practical application of this concept. It also provides researchers with a foundation for generating innovative research questions and initiating future studies.

Discrimination disempowers public servants, curtailing their vigor, dedication, and absorption at work. It breaches the psychological contract between public servants and public sector entities, provoking work disengagement. To the best of the author’s knowledge, there is limited agreement about how work discrimination disengages public servants. A mediation analysis was conducted to examine the effects of discrimination on disengagement through work meaningfulness and job satisfaction. Discrimination did not directly alter work engagement. It disengaged public servants by disrupting meaningfulness and satisfaction. Alongside preventing discrimination, public managers should enhance the work climate, restoring meaningfulness and satisfaction to keep public servants engaged.