Public Service Operations Management

Zoe J. Radnor is Professor of Service Operations Management at Loughborough University, UKNicola Bateman is a Senior Lecturer in Operations Management at Loughborough University, UKAnn Esain is a Lecturer in Logistics and Operations Management at Cardiff University, UKManeesh Kumar is a Senior Lecturer of Service Operations at Cardiff University, UK Sharon J. Williams is an Improvement Science Fellow with the Health Foundation and an Associate Professor at Swansea University, UKDavid M. Upton is American Standard Companies Professor of Operations Management at the Saïd Business School, University of Oxford, UK

'This book brings together a fantastic collection of articles around public service operations management. I am sure this book will become a core text for many studying service operations management and will influence researchers in the field of operations management and public sector management. But this book is not just for academics – I would urge anyone managing resources in the public sector to read this book.' - Jill MacBryde, Professor, The University of York, UK'This book brings together a range of authors to show how leading service operation management change initiatives have transformed public services. This gives direction to both practitioners and future researchers to continue to move the field of public service operations management forward.' - Fiona Lettice, Professor, University of East Anglia, UK'For anyone considering undertaking OM research in a public sector context, this book is a excellent place to start. The eclectic mix of studies encompass a range on contemporary OM and SCM topics which not only give useful insights into various phenomena, but also provide helpful examples of how one might undertake research successfully in public sector organisations.' - Alistair Brandon-Jones, Professor, University of Bath, UK

• 1. The Role and Substance of Public Service Operations Management  2. Going the Distance: Sport operations management in the public and third sectors  3. Non-profit Business Collaboration: Operationalizing a strategy for non-profit organizations  4. Accidental Lean - Performance improvement in an NHS hospital and reflections on the role of operations strategy  5. Humanitarian Aid Logistics: A new area for the public service research agenda?  6. Service Systems Design and Implementation  7. The Challenges of Public Sector Demand and Capacity Management: An exploratory case study of police services  8. Drivers of Change in the UK Fire Service: An operations management perspective  9. Managing Capacity and Demand in a Responsive Repairs Service: Lessons from social housing  10. Enterprising Citizens and the Big Society: The impact of the entrepreneurial university on public services  11. The Challenges of Performance Measurement in Third Sector Organizations: The case of UK advocacy services  12. Extending Operations Management Framework to Public System: Public grievance redressal system in urban local bodies in Karnataka, India  13. Are we Closing the Loop? Examining the design of voluntary sector performance measurement systems  14. Improving Quality and Performance with the Public Sector Scorecard  15. Deconstructing Lean Policing in England and Wales: A knowledge creation perspective  16. Operationalizing Lean in Services: Rediscovering service blueprinting  17. Lean in the NHS: A case study of a whole organisation approach to lean implementation across an English hospital  18. A Lean Healthcare Journey: The Scottish experience  19. The English Patient Experience: Does healthcare service quality matter?  20. Mapping Institutional Pressures for e-SCM Adoption: The case of health c