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An Implementation Framework for Public Service Charters: Results of a concept mapping study

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  • Jean-Pierre Thomassen
  • Kees Ahaus
  • Steven Van de Walle
  • Udo Nabitz

Abstract

Many organizations have introduced service charters to improve service quality and user satisfaction. However, this goal is not always achieved, with the literature showing both implementation successes and failures. In this article, we analyse the organizational enablers for the implementation of service charters using a concept mapping methodology with an integrated Delphi study. Our empirical investigation, with the support of forty-five experts who had worked with public service charters in the Netherlands, has resulted in a framework involving forty-four organizational enablers. It shows that implementing a service charter requires a change management process that addresses both structures/systems and cultural aspects.

Suggested Citation

  • Jean-Pierre Thomassen & Kees Ahaus & Steven Van de Walle & Udo Nabitz, 2014. "An Implementation Framework for Public Service Charters: Results of a concept mapping study," Public Management Review, Taylor & Francis Journals, vol. 16(4), pages 570-589, May.
    • Handle: RePEc:taf:pubmgr:v:16:y:2014:i:4:p:570-589
    DOI: 10.1080/14719037.2012.726062
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    Cited by:

    1. Tahna L. Pettman & Carmel Williams & Sue Booth & Deborah Wildgoose & Christina M. Pollard & John Coveney & Julie-Anne McWhinnie & Marian McAllister & Carolyn Dent & Rory Spreckley & Jonathan D. Buckle, 2022. "A Food Relief Charter for South Australia—Towards a Shared Vision for Pathways Out of Food Insecurity," IJERPH, MDPI, vol. 19(12), pages 1-16, June.
    2. Jean-Pierre Thomassen & Marijke C. Leliveld & Kees Ahaus & Steven Walle, 2020. "Prosocial Compensation Following a Service Failure: Fulfilling an Organization’s Ethical and Philanthropic Responsibilities," Journal of Business Ethics, Springer, vol. 162(1), pages 123-147, February.

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