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Social Networks, Social Learning and Service Systems Improvement

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  • Andrew Sense
  • Matthew Pepper

Abstract

This article illustrates and qualitatively explores the value of understanding the social networks present in a service operation through a case study of a local government service network that manages regional development applications. It also examines how social learning underpins service systems performance improvement and how it is instrumental in creating a richer environment for ongoing service network innovation and development. It is argued that gaining a better understanding of these social networks and the social learning potential in a system offers substantial and highly practitioner-friendly avenues to progress service systems capability development. These findings clearly place an emphasis on developing the human and social aspects of service systems and also provide human-centred points of departure for researchers examining more holistic service systems theory development.

Suggested Citation

  • Andrew Sense & Matthew Pepper, 2012. "Social Networks, Social Learning and Service Systems Improvement," Asia Pacific Journal of Public Administration, Taylor & Francis Journals, vol. 34(1), pages 95-111, June.
    • Handle: RePEc:taf:rapaxx:v:34:y:2012:i:1:p:95-111
    DOI: 10.1080/23276665.2012.10779389
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    References listed on IDEAS

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    1. W. Edwards Deming, 2000. "Out of the Crisis," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262541157, April.
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    1. Matthew Pepper & Andrew Sense, 2014. "Local government service systems improvement: exposing the social networks," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(3), pages 873-890, August.

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