Current issue
Archive
About the Journal
Editorial Policies
Instruction for Authors
2/2021 vol. 25
CC BY-NC-ND 4.0
Get citation
Using customer journey mapping to improve public services: A critical analysis of the literature
Anna Ludwiczak 1
 
 
 
More details
Hide details
1
University of Zielona Góra, Faculty of Economics and Management, Poland
 
 
Online publication date: 2021-12-31
 
 
Management 2021;25(2):22-35
DOI: https://doi.org/10.2478/manment-2019-0071
 
 
Article (PDF)
References (38)
 
KEYWORDS
customer journey map
customer experience
continuous improvement
public services
public administration
 
JEL CLASSIFICATION CODES
H40
M100
M310
 
ABSTRACT
Providing clients with public services that will meet their needs and expectations requires not only testing their satisfaction. In order to better improve service processes in the context of customer orientation, customer experiences should be identified and taken into account in the process of continuous improvement. A tool that can be used for this purpose is Customer Journey Mapping (CJM). The purpose of this article is to lay the foundations for a better understanding of customer experience mapping in public services, and to identify and evaluate examples of its use in the public sector. The first part of the study characterizes the client and his experience in public services. Then the results of a literature review on the use of CJM in public services are presented. The last part summarizes the results obtained and sets the directions for future research.
 
REFERENCES (38)
1.
Andrews, J., Eade E. (2013). Listening to Students: Customer Journey Mapping at Birmingham City University Library and Learning Resources, New Review of Academic Librarianship, 19:2, pp. 161-177.
Google Scholar
 
 
2.
Borycki, E. M., Kushniruk, A. W., Wagner, E., Kletke, R. (2020). Patient journey mapping: Integrating digital technologies into the journey. Knowledge Management & E-Learning, 12(4), pp. 521–535.
Google Scholar
 
 
3.
Bowman, J. and Hellein, R. (1998) Total quality management in Florida: implementation in state agencies, Public Administration Quarterly, Vol. 22 No. 1, pp. 114-129.
Google Scholar
 
 
4.
Brandmüller, T. (2009). Re-structuring for Excellence: Quality Strengthening, Organization Design in public administration. Organizacijø Vadyba, 51, pp. 21-33.
Google Scholar
 
 
5.
Bridge, C. (2012). Citizen centric services in the Australian Department of Human Services: the Department’s experience in engaging the community in co-design of government service delivery and developments in e-government services, Australian Journal of Public Administration 71 (2), pp. 167–177.
Google Scholar
 
 
6.
Bugdol, M. (2008). Zarządzanie jakością w urzędach administracji publicznej. Wyd. Difin, Kraków.
Google Scholar
 
 
7.
D’Emidio, T., Malfara, D., Neher, K. (2017). Improving the customer experience to achieve government-agency goals, McKinsey & Company, https://www.mckinsey.com/indus...# (29.04.2021– access date).
Google Scholar
 
 
8.
Di Pietro, L., Mugion, R.G., Renzi, M.F. (2013). An integrated approach between Lean and customer feedback tools: An empirical study in the public sector. Total Quality Management & Business Excellence, 24, pp. 7-8.
Google Scholar
 
 
9.
Følstad, A., & Kvale, K. (2018). Customer journeys: A systematic literature review. Journal of Service Theory and Practice, 28, pp. 196–227.
Google Scholar
 
 
10.
Hasenjager, J. (2006). Lean government (is not an oxymoron), A Connecticut Agency in efficiency’s court, Industrial Engineering, 38(7), pp. 43–48.
Google Scholar
 
 
11.
Janas, A. (2016). Logika usługowa a kształtowanie jakości usług. Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach, 255, pp. 58–70.
Google Scholar
 
 
12.
Johnston R. and Kong X. (2011). The customer experience: a road-map for improvement, Managing Service Quality: An International Journal, Vol. 21 No. 1, pp. 5-24.
Google Scholar
 
 
13.
Kalbach, J. (2017). Mapowanie wrażeń. Kreowanie wartości za pomocą ścieżek klienta, schematów usług i diagramów, Gliwice: Helion, O’Reilly.
Google Scholar
 
 
14.
Krings, D., Levine, D. and Wall, T. (2006). The Use of Lean in Local Government, Public Management, Vol 88, No 8, pp. 12-17.
Google Scholar
 
 
15.
Ludwiczak, A. (2014). The role of customer orientation in improving services in public administration, Menagment, Vol. 18, Nо. 1, pp. 356-369.
Google Scholar
 
 
16.
Ludwiczak, A. (2018). Zarządzanie procesami w administracji samorządowej. Doskonalenie z wykorzystaniem lean government, Wyd. Difin, Warszawa.
Google Scholar
 
 
17.
Madathil, S. Ch., Lopes, A. J., Alfred, M., (2020), Patient Journey Mapping: A Literature Review, IIE Annual Conference. Proceedings, Institute of Industrial and Systems Engineers (IISE), Norcross, pp. 937-942.
Google Scholar
 
 
18.
Matei, A., SĂvulescu, C. (2011). Convergence of the Policies for Promoting Total Quality Management in the Public Administrations of Balkan States - European Union Member States, Theoretical & Applied Economics, Vol. 18 Issue 3, pp. 41-76.
Google Scholar
 
 
19.
Meyer, Ch., Schwager, A. (2007). Understanding Customer Experience, Harvard Business Review, 85 (2), pp. 116-126.
Google Scholar
 
 
20.
Meyer, M. A. (2019). Mapping the patient journey across the continuum: Lessons learned from one patient’s experience, Journal of Patient Experience, 6(2), pp. 103–107.
Google Scholar
 
 
21.
Mucz, D., Gareau-Brennan, C. (2019). Evaluating customer experience through customer journey mapping and service blueprinting at Edmonton Public Library: An exploratory, Partnership: The Canadian Journal of Library & Information Practice & Research, 14(1), pp. 1-28.
Google Scholar
 
 
22.
Norma PN-EN ISO 9000:2006. (2006). Systemy zarządzania jakością. Podstawy i terminologia, Polski Komitet Normalizacyjny. Warszawa.
Google Scholar
 
 
23.
Osborne, S., Strokosch, K. & Radnor, Z. (2018). Co-Production and the Co-Creation of Value in Public Services: A Perspective from Service Management. Em T. Brandsen, T. Steen, & B. Verschuere (Eds.), Co-production and Co-creation: Engaging citizens in public services (1.a ed., pp. 18–26). Routledge.
Google Scholar
 
 
24.
Parush, A., Levin, M. L., Campbell, C. (2014). Dual patient-healthcare provider experience mapping and implications for information technology deployment and clinic layout, In V. Duffy & N. Lightner (Eds.), Advances in Human Aspects of Healthcare, Boca Raton, FL: CRC Press, pp. 389–396.
Google Scholar
 
 
25.
Percival, J., McGregor, C. (2016). An evaluation of understandability of patient journey models in mental health, JMIR Human Factors, 3(2): e20.
Google Scholar
 
 
26.
Pukas, A. (2015). Badanie i kreowanie satysfakcji obywatela/klienta w administracji publicznej – możliwości i ograniczenia, Zeszyty Naukowe Uniwersytetu Szczecińskiego. Problemy Zarządzania, Finansów i Marketingu, No 40, pp. 289-299.
Google Scholar
 
 
27.
Radnor, Z. (2010). Transferring Lean into government, Journal of Manufacturing Technology Management, Vol. 21 Issue 3, pp. 411-428.
Google Scholar
 
 
28.
Radnor, Z. Johnston, R. (2013). Lean in UK government: internal efficiency or customer service?, Production Planning and Control, Vol. 24 No 10-11, pp. 903-915.
Google Scholar
 
 
29.
Rosenbaum, M.S., Otalora M.L., Ramírez G.C. (2017). How to create a realistic customer journey map, Business Horizons, 60 (1) (2017), pp. 143-150.
Google Scholar
 
 
30.
Singh, P. J., Mansour-Nahra P. (2006). ISO 9000 in the public sector: a successful case from Australia, TQM Magazine, Vol. 18 Issue 2, pp. 131-142.
Google Scholar
 
 
31.
Snarska, A. (2019). Mapowanie podróży klienta jako metoda badania jego doświadczeń, [in:] Ed. R. Milic-Czerniak, Badania marketingowe – nowe metody badań i zastosowania, Difin, Warszawa, pp. 140-162.
Google Scholar
 
 
32.
Temkin, B. D. (2010). Mapping the customer journey, Forrester: Research, http://crowdsynergy.wdfiles.co... [dostęp dnia 27.01.2021].
Google Scholar
 
 
33.
Tueanrat, Y., Papagiannidis, S., Alamanos, E. (2021), Going on a journey: a review of the customer journey literature, Journal of Business Research, Vol. 125, pp. 336-353.
Google Scholar
 
 
34.
US OMB. 2021. Circular no. A–11: Preparation, submission, and execution of the budget. Washington, DC: Executive Office of the President, https://www.whitehouse.gov/wp-..., (13.04.2021– access date).
Google Scholar
 
 
35.
Vargo, S. L., Lusch, R. F. (2004). Evolving to a New Dominant Logic of Marketing, Journal of Marketing, Vol. 68, No. 1.
Google Scholar
 
 
36.
Vargo, S. L., Lusch, R.F. (2008). Service-dominant Logic: Continuing the Evolution, Journal of the Academic Marketing Science, Vol. 36, No. 1.
Google Scholar
 
 
37.
Waterman, J., McCue, C. (2012). Lean Thinking within Public Sector Purchasing Department: The Case of the U.K Public Service, Journal of Public Procurement, 12(4), pp. 505-527.
Google Scholar
 
 
38.
Zawicki, M., Mazur, S. (Ed.) (2004). Analiza instytucjonalna urzędu gminy: przewodnik dla samorządów, Wyd. Małopolskiej Szkoły Administracji Publicznej Akademii Ekonomicznej w Krakowie, Kraków.
Google Scholar
 
 
Share
Send by email
RELATED ARTICLE
The role of customer orientation in improving services in public administration
Implementation of lean leadership
Improving Public Service Culture With Reduction of Interest Conflicts in State-Owned Enterprises (SOEs) Task Enforcement in Emerging Markets - Case In Vietnam
Indexes
 
Keywords index
Topics index
Authors index
eISSN:2299-193X
ISSN:1429-9321 (1997-2019)
Journals System - logo
© 2006-2024 Journal hosting platform by Bentus
Scroll to top