Public Innovation Service: Systematic Literature Review

  • Sinurat E
  • Nuraini B
  • Lestari N
  • et al.
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Abstract

Public service innovation is being carried out by the government in the education, health, personnel services and many other sectors. Public service innovation is carried out with the aim of improving the quality of public services with the main objective of meeting community expectations and building positive public trust. Plus in the industrial era 4.0 where information technology is growing. Changing the service manual to digital is a challenge for the government to achieve a better quality of public services. Therefore, various academic studies have been published to provide knowledge and an overview regarding innovations carried out by the government, both at the central and regional levels. The purpose of this study is to describe and describe the innovations that have been carried out by several regions in providing public services in the form of applications to the community. The theory used is Roger's innovation attribution theory in which there are 5 indicators namely relative advantage, compatibility, trialability, complexcity, and observability. This research uses the Systematic Literature Review method. Using an understanding of previous research data sourced from journal references on the internet related to concepts and discussions that are the same as the topics raised. From the analysis of several previous studies it was concluded that in general public services using applications have met the indicators of Roger's attribution theory and provide convenience in service. Has the relative advantage of comprehensiveness, complexity, trialability, and visibility. There are agencies that lack the attributes of complexity and trialability but as a whole have provided convenience in public services.

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APA

Sinurat, E., Nuraini, B., Lestari, N., & Martadinata, A. T. (2023). Public Innovation Service: Systematic Literature Review. Proceedings International Conference on Business, Economics & Management, (1), 259–273. https://doi.org/10.47747/icbem.v1i1.1282

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