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Managerial approaches, frameworks, and practices for business model application in public services management in the VUCA environment

Gaule Egle, Jovarauskiene Donata, Petrauskiene Ruta, Pravalinskas Mindaugas, Rauleckas Rimantas

Engineering Management in Production and Services

2023

Vol. 15, no. 3

84--100

Significant gaps in public services management were highlighted when service-dominant logic emerged in services science, resulting in fundamental changes in attitudes. The business model application in public services was initiated by offering public service logic. However, this concept requires justification of its interfaces with management approaches, frameworks, and practices. The VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) environment has changed the existing managerial approach in organisational performance and services management. This paper aims to highlight the key aspects and justify the application of services management approaches, frameworks, and practices (Agile practices, customer experience management frameworks, and the design thinking approach) that coincide with the business model approach in public services management (public service logic) in a VUCA environment. In this paper, the Cochrane Guide to Literature Reviews was loosely followed. The focus was on academic publications and such expert sources as webinars for practitioners. Only publications and expert sources in English were included. The Scopus search engine was used for academic sources. Publications covering at least two of the following domains were included: Customer experience, business model, Agile practices, design thinking approach, public services, and VUCA. The expert sources were selected using purposive sampling when communities of practice were identified by authors with expert knowledge, and the main communication channels within each community of practice were sampled. The analysis showed that public services are defined as public goods that the State’s government commits to deliver in line with public values by applying a customer-centric approach. Integrating the design thinking approach and Agile practices help create customer-centric solutions for the customer experience management framework as design thinking helps understand what to do, while Scrum (one of Agile practices) gives the autonomy in deciding how to do it. Each analysed managerial method contributes uniquely to improving public services management in a VUCA environment.

Influence of intercultural competence on an organisation’s success and personal career: the case study of Lithuania

Adamoniene Ruta, Blašková Martina, Petrauskiene Ruta, Rauleckas Rimantas

Engineering Management in Production and Services

2022

Vol. 14, no. 3

28--42

This paper aims to identify the influence of intercultural competence on an organisation’s success and personal career in Lithuania. The study described in this paper is a part of international research on intercultural competence. An online questionnaire survey was conducted in Lithuania with non-probability convenience sampling to find out the views of employees working in different sector organisations. The survey was filled out by 1193 respondents from Lithuania. Employees’ intercultural competence (knowledge/cognitive dimension, skills/behavioural dimension, and attitudes/emotional dimension) was evaluated using 5-point Likert items and is elaborated elsewhere. The multivariate analysis was used to analyse the survey data and test three hypotheses stating that (1) employees support the notion that higher intercultural competence can foster an organisation’s success and personal career, (2) organisations tend to leave the development of intercultural competence to employees, and (3) current intercultural knowledge and skills are inadequate to operate in a multicultural work environment. The analysis showed that half of the respondents agreed with the statement that the development of intercultural competence (ICC) helped the personal career and an organisation’s success. The statement regarding organisations tending to leave the intercultural competence development to their employees was only supported by less than one-third of the respondents. Besides, the data did not fully support the statement that employees’ current intercultural knowledge and skills were inadequate to operate in a multicultural work environment, as no more than one-third of the respondents had frequent or very frequent issues when communicating with foreigners due to inadequate intercultural knowledge and skills in various sub-areas. The paper elaborates on detailed results.