Jean-Pierre Thomassen (University of Groningen, The Netherlands) etc.
Many organizations have introduced servicecharters to improve service quality and usersatisfaction. However, this goal is not alwaysachieved, with the literature showing bothimplementation successes and failures. Inthis article, we analyse the organizationalenablers for the implementation of servicecharters using a concept mapping methodologywith an integrated Delphi study. Ourempirical investigation, with the support offorty-five experts who had worked with publicservice charters in the Netherlands, hasresulted in a framework involving forty-fourorganizational enablers. It shows that implementinga service charter requires achange management process that addressesboth structures/systems and cultural aspects.
Public service charter, Delphi study, conceptmapping, enabler, service quality
2012 1–20,Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
2012 Taylor & Francis