This article explores whether co-creation offers a viable path for the public sector. After an initial account of the transformation of the public sector from a legal authority and a service provider to an arena of co-creation, it defines co-creation and provides some empirical examples. This is followed by a discussion of the risks and benefits of co-creation as well as the drivers and barriers that may stimulate or hamper its expansion. The article also reflects on how institutional design, public leadership, and systemic change can advance co-creation. The conclusion summarizes the findings by setting out some researchable propositions.
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