Actor-network theory: A bureaucratic view of public service innovation

Public sector institutions continue to significantly invest in Information and Communication Technology (ICT) as a solution for many of their service provision challenges, for example, greater efficiency and quality of services. However, what has come to light is that there is a lack of research on understanding the contributory value or "success" of technological innovations. This chapter introduces a socio-technical view of public service innovation. The aim of this research is to extend on the notion of bureaucracy, which is traditionally focused on the politics of office environments. This socio-technical view extends this traditional view to include the politics of service networks, particularly within IT-enabled public service innovation. The chapter focuses on how service innovation is exploited to align specific interests through the process of translation and shifts the focus from value co-creation to value co-enactment. In essence, this chapter explains how public service technological innovations act as an agent of bureaucracy that alters the relational dynamics of power, risk, responsibility, and accountability. For demonstrative purposes, this chapter describes a case study that examines IT-enabled service innovation with an academic service environment.