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ORIGINAL ARTICLE
Received: 15 October 2012 / Accepted: 23 April 2013 / Published online: 22 June 2013
Springer-Verlag London 2013
123
324
123
In the current discussion about services, a third contextual element is added to the picture besides producers
and customers: the service system. This means that in the
new service economy, values are co-created jointly not
purely by service providers and customers but also within
the context of a wider service system made up of intermediaries and other stakeholders. These conceptions put
the division of labour and patterns of interaction between
the public and private sectors into a new perspective (Paton
and McLaughlin 2008, 79; Vargo et al. 2008; Tien 2007,
6667; Gallaher et al. 2006, 711, 117).
The process of urban economic growth is therefore not
simply one of scaling-up existing activities and structures
to achieve economies of scale and (perhaps) scope. Instead,
it involves endogenous and creativedestructive economic
and social evolution processes via organisational innovation. The prerequisite of productivity improvements in
urban services is increased flexibility of both service production and consumption. This is a vital framing element in
the efforts to build smart services that have multifunctional
and synergistic natures as a one of the most important set of
activities that is supposed to increase our well-being at
individual and collective levels.
325
123
326
Fig. 1 Degrees of smartness in
the smart city concept
Ecological
dimension
High
Ecological
systems
(sustainability)
Social
dimension
Level of
smart
systems
socioecological
integration
Low
Social and
human concerns
(quality of life)
Systemic
dimension
Intelligent
systems
(functionality)
Informatics
(communication)
Low
High
Degree of technological embeddedness
123
focus of smart governance is therefore on participationbased organisational arrangements and democratic institutions (Johnston 2010).
Within an era of heavily constrained local public
finances and associated austerity measures, for example,
these arrangements may involve conversations between
smart city authorities and their local communities to help
decision-makers understand what is happening in those
communities from the viewpoint of different partners and
so to share decision-making with them (Lowndes and
Squires 2012). Such understanding can be used to make
room for socially creative innovations by helping to
encourage emergence of community leaders, to build trust,
to negotiate service outcomes and to promote their
achievement via collaborative arrangements such that city
authoritystakeholder partnerships are integrative rather
thanas has usually been the caseadditive. This can
result in the whole being greater than the sum of the
individual partsa cliche but no less true because of that.
Specifically, these smart partnerships have the potential
to go far beyond the use of conventional partnerships
between overlapping public sector organisations set-up to
reduce duplication and so cut costs. Smart partnerships
can add greater value by designing into the social contract
between state and citizen the creativity that can change the
behaviour of service providers and service users and
thereby improve outcome effectiveness. Financial and
physical capital is reduced by use but human and social
capital can be accumulated by this virtuous circle of creative interaction between local communities and their city
governments, built on a shared analysis and understanding
of the contexts within which local public services are
produced and consumed and of how their outcomes are
created.
The above example makes clear that technological
platforms have to be embedded in social platforms if they
are to achieve smart outcomes. Put simply, cities do not
become smart simply by adopting ICTsbecoming a
smart city is a lot more complex than may be realised by
those promoting all-pervasive and unquestioning adoption
of ICTs. Nevertheless, ICTs can be utilised to develop
horizontal networks between diverse stakeholder groups
and city governments so as to improve governance of
services.
A new perspective on the change in the recent discussion about governance emphasises steering and coordination functions on a non-hierarchical basis in a multi-sector
stakeholder field for the purpose of promoting collective
interests (Anttiroiko 2012). One of the recent concepts
reflecting this change is connected governance built upon
interoperability, that is, the ability of public agencies to
share and integrate information using common standards
(Dais et al. 2008, 377). This change reflects an important
327
123
328
Fig. 2 Individual and
organisational dimensions of
smart services
Organisational
and community
interaction
Information process
facilitation in
organisations actions
Interaction process
facilitation in
organisations interaction
Information process
facilitation in individual
use or consumption
Interaction process
facilitation in civic or
consumer interaction
Transaction process
facilitation in civic or
individual transactions
Transaction process
facilitation in
organisational
transactions
e.g. Timebank;
collaborative ventures
Level of analysis
Individual
use and
consumption
Information services
Interactive services
Transaction services
Types of e-services
123
329
123
330
Integration
Access
Main functions
1. Communication
and short
messaging
Service
platform
Sharing
Creativity
Skype
RSS feeds, Twitter
2. Content sharing
YouTube, Slide.com,
Flickr, Multiply
3. Social
networking
Facebook, MySpace,
Tagged, Netlog,
hi5, Friendster,
Orkut, PerfSpot,
Bebo
Utilisation of Facebook
and other social
networking sites in
service provision
4. Crowdsourcing
Wikipedia, 7tipson,
Patient Opinion
(UK), Delicious
User-oriented sections
of government Web
sites
Collaborative e-services
123
Routine processes
Individualised decision-making
Negotiations
Democratic deliberation.
A service informatics platform supports decision-making especially for semi-structured or unstructured problems
through a computer-based information management system
(Koliba et al. 2011). Routine processes require easy and
simple platform features. Individualised decision-making is
usually associated with user democracy and the use of
public services. It requires easy-access service portals,
which allow user-oriented service integration. Negotiations
have a critical role in in-sourcing and outsourcing and, in
general, in taking care of B2B transactions and partnership
agreements. This requires platform features that provide
case-specific information and a support system for contracting. Lastly, democratic deliberation in service context
is a type of process in which varying opinions and interests
are articulated and aggregated and which provides legitimate decisions and actions as the outcome. Such user
democratic processes need facilitation tools that support
deliberation and help the community to reach the best
possible solutions to complex service-related policy design
and implementation problems (Anttiroiko 2012).
When these are combined with the emerging technology
trends, we can build a matrix of social computing and
service platform design. Some aspects of this model are
meta-level changes and some are more phenomenon-level
changes, referring to actual functions and services provided
by the platform. Generally speaking, technological
dimension is relevant to all major aspects of service design
and implementation (see Table 2).
The most important message behind the discussion
above (and Table 2) is that different technologies provide
tools to support different aspects of smart service production, delivery and consumption. This requires that new
technologies are socially embedded and utilised in a
selective way to support different functions that build up
smartness in service systems.
331
Table 2 Technology-based service concepts
Technological
trends
Functions of technologies
in service platforms
Open-source
software
Openness,
modifiability and
collaboration
Web 2.0
Short messaging,
social networking,
content sharing and
crowdsourcing
Geoinformatics
Geographic and
locational
information and
orientation
Locational aspects of
governance and policy
making
Ubiquitous
technologies
Multichannel
solutions, flexible
access, mobility,
systemic intelligence
and remote control
Access to governance
processes, networks and
platforms anywhere and
anytime
123
332
123
8 Conclusion
Smart city is an important future-oriented concept, which
has potential to integrate new technologies, social systems
and ecological concerns. Yet, this requires an integrative or
holistic approach to the very idea of smart city in order to
become a reality. We have discussed this matter in respect
of one special aspect of smart citythat of smart public
services. The first step in their development is the development of smart solutions for individual services but the
real potential lies in the second step, which is about service
governance and integrative functions which require some
kind of service platforms.
Our discussion has shown just what a multi-layered and
multidimensional issue is the smart city and its smart services. The new service economy creates opportunities for
organising unbundled local public services in a pluralistic
and complex environment through the development of
technological and social platforms. New technology trends
provide opportunities for sophisticated applications to
support service informatics and integrative service platforms. Social and ecological dimensions nuance this
evolving technological scenario by incorporating into it the
potential of creative partnerships to add greater social value
than can be provided by those technological solutions
alone.
The more integrative holistic approach outlined in this
article is necessary if we wish to conceptualise smartness
properly, i.e., in a way that takes into account not only the
technological and formal complexity of smart systems but
also the human and ecological context with which these
systems are supposed to operate and to which they are
ultimately supposed to bring added value in the form of
fair, rich, healthy, secure and sustainable life in a wider
community and global setting. Building such smart cities is
certainly a challenging task in facing technological, social
and financial risks but their construction is certainly within
human capability.
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