[10] (2010), “Modernising government”, in Making Reform Happen: Lessons from OECD Countries, OECD Publishing, Paris, https://doi.org/10.1787/9789264086296-9-en.

[40] Bertoni, E. et al. (eds.) (2023), Handbook of Computational Social Science for Policy, Springer International Publishing, Cham, https://doi.org/10.1007/978-3-031-16624-2.

[48] Bianchi, C., G. Nasi and W. Rivenbark (2021), “Implementing collaborative governance: models, experiences, and challenges”, Public Management Review, Vol. 23/11, pp. 1581-1589, https://doi.org/10.1080/14719037.2021.1878777.

[26] Boyle, D. and M. Harris (2009), THE CHALLENGE OF CO-PRODUCTION: How equal partnerships between professionals and the public are crucial to improving services, NESTA, http://www.camdencen.org.uk/Resources/Public%20services/The_Challenge_of_Co-production.pdf.

[11] Cabinet Office (1999), Modernising government, Stationary Office, https://webarchive.nationalarchives.gov.uk/ukgwa/20131205101137/http:/www.archive.official-documents.co.uk/document/cm43/4310/4310.htm.

[43] Caldarelli, G. et al. (2023), “The role of complexity for digital twins of cities”, Nature Computational Science, Vol. 3/5, pp. 374-381, https://doi.org/10.1038/s43588-023-00431-4.

[9] Diefenbach, T. (2009), “NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’”, Public Administration, Vol. 87/4, pp. 892-909, https://doi.org/10.1111/j.1467-9299.2009.01766.x.

[35] Dijk, J. et al. (2005), Alter ego, state of the art on user profiling: an overview of the most relevant organisational and behavioural aspects regarding User Profiling, Telematica Institute and University of Twente, https://ris.utwente.nl/ws/portalfiles/portal/5150160/Geest05alter.pdf.

[31] Drake, G. et al. (2023), Open-Source Software: Three Considerations for Digital-Government Transformation, https://institute.global/insights/tech-and-digitalisation/open-source-software-considerations-digital-government-transformation.

[17] Dudau, A. et al. (2023), “Public service resilience post-Covid: Introduction to the special issue”, Public Management Review, Vol. 25/4, pp. 681-689, https://doi.org/10.1080/14719037.2023.2219690.

[12] Dunleavy, P. (2005), “New Public Management Is Dead--Long Live Digital-Era Governance”, Journal of Public Administration Research and Theory, Vol. 16/3, pp. 467-494, https://doi.org/10.1093/jopart/mui057.

[6] Dunleavy, P. and C. Hood (1994), “From old public administration to new public management”, Public Money & Management, Vol. 14/3, pp. 9-16, https://doi.org/10.1080/09540969409387823.

[7] Ferlie, E. (2001), “Public Management in the United Kingdom : Efficiency and Accountability”, Politiques et management public, Vol. 19/3, pp. 121-138, https://doi.org/10.3406/pomap.2001.2683.

[44] Gkontzis, A. et al. (2024), “Enhancing Urban Resilience: Smart City Data Analyses, Forecasts, and Digital Twin Techniques at the Neighborhood Level”, Future Internet, Vol. 16/2, p. 47, https://doi.org/10.3390/fi16020047.

[47] Hardyman, W. et al. (2021), “Enhancing public service innovation through value co-creation: Capacity building and the ‘innovative imagination’”, Public Money & Management, Vol. 42/5, pp. 332-340, https://doi.org/10.1080/09540962.2021.1981042.

[16] Haynes, P. (2015), Managing Complexity in the Public Services, Routledge, https://doi.org/10.4324/9781315816777.

[42] Höchtl, J., P. Parycek and R. Schöllhammer (2015), “Big data in the policy cycle: Policy decision making in the digital era”, Journal of Organizational Computing and Electronic Commerce, Vol. 26/1-2, pp. 147-169, https://doi.org/10.1080/10919392.2015.1125187.

[28] Irani, Z. et al. (2023), “The impact of legacy systems on digital transformation in European public administration: Lesson learned from a multi case analysis”, Government Information Quarterly, Vol. 40/1, p. 101784, https://doi.org/10.1016/j.giq.2022.101784.

[30] Kahneman, D., O. Sibony and C. Sunstein (2021), Noise: A flaw in human judgment., Little, Brown.

[15] Lee, C. and L. Ma (2019), “The Role of Policy Labs in Policy Experiment and Knowledge Transfer: A Comparison across the UK, Denmark, and Singapore”, Journal of Comparative Policy Analysis: Research and Practice, Vol. 22/4, pp. 281-297, https://doi.org/10.1080/13876988.2019.1668657.

[41] Maciejewski, M. (2016), “To do more, better, faster and more cheaply: using big data in public administration”, International Review of Administrative Sciences, Vol. 83/1_suppl, pp. 120-135, https://doi.org/10.1177/0020852316640058.

[37] McBride, D. et al. (2023), Proactive Public Services - the new standard for digital governments, The Centre for Digital Governance at the Hertie School, https://nortal.com/wp-content/uploads/2023/06/white-paper_proactive_public_services_en.pdf.

[50] Meroni, A. and D. Selloni (2022), “(Public) Services as Urban Commons”, in SpringerBriefs in Applied Sciences and Technology, Service Design for Urban Commons, Springer International Publishing, Cham, https://doi.org/10.1007/978-3-031-06035-9_3.

[32] Mohun, J. and A. Roberts (2020), “Cracking the code: Rulemaking for humans and machines”, OECD Working Papers on Public Governance, No. 42, OECD Publishing, Paris, https://doi.org/10.1787/3afe6ba5-en.

[24] Monteiro, B. and R. Dal Borgo (2023), “Supporting decision making with strategic foresight: An emerging framework for proactive and prospective governments.”, OECD Working Papers on Public Governance, No. 63, OECD Publishing, Paris, https://doi.org/10.1787/1d78c791-en.

[8] Newman, J. (2000), “The new public management”, Local Government Studies, Vol. 26/1, pp. 97-100, https://doi.org/10.1080/03003930008433980.

[19] OECD (2024), “2023 OECD Digital Government Index: Results and key findings”, OECD Public Governance Policy Papers, No. 44, OECD Publishing, Paris, https://doi.org/10.1787/1a89ed5e-en.

[39] OECD (2024), “Fixing frictions: ‘sludge audits’ around the world: How governments are using behavioural science to reduce psychological burdens in public services”, OECD Public Governance Policy Papers, No. 48, OECD Publishing, Paris, https://doi.org/10.1787/5e9bb35c-en.

[2] OECD (2024), OECD Survey on Drivers of Trust in Public Institutions – 2024 Results: Building Trust in a Complex Policy Environment, OECD Publishing, Paris, https://doi.org/10.1787/9a20554b-en.

[27] OECD (2024), Recommendation of the Council on Human-Centred Public Administrative Services, OECD Publishing, https://legalinstruments.oecd.org/instruments/instruments/OECD-LEGAL-0503#relatedInstruments.

[29] OECD (2024), The Digital Transformation of Norway’s Public Sector, OECD Digital Government Studies, OECD Publishing, Paris, https://doi.org/10.1787/1620e542-en.

[49] OECD (2023), Civic Space Review of Portugal: Towards People-Centred, Rights-Based Public Services, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/8241c5e3-en.

[46] OECD (2022), Building Trust to Reinforce Democracy: Main Findings from the 2021 OECD Survey on Drivers of Trust in Public Institutions, Building Trust in Public Institutions, OECD Publishing, Paris, https://doi.org/10.1787/b407f99c-en.

[51] OECD (2021), “Achieving cross-border government innovation: Governing cross-border challenges”, OECD Public Governance Policy Papers, No. 10, OECD Publishing, Paris, https://doi.org/10.1787/ddd07e3b-en.

[34] OECD (2021), “The OECD Framework for digital talent and skills in the public sector”, OECD Working Papers on Public Governance, No. 45, OECD Publishing, Paris, https://doi.org/10.1787/4e7c3f58-en.

[21] OECD (2020), One-Stop Shops for Citizens and Business, OECD Best Practice Principles for Regulatory Policy, OECD Publishing, Paris, https://doi.org/10.1787/b0b0924e-en.

[18] OECD (2020), “The Covid-19 crisis: A catalyst for government transformation?”, OECD Policy Responses to Coronavirus (COVID-19), OECD Publishing, Paris, https://doi.org/10.1787/1d0c0788-en.

[4] OECD (2019), Declaration on Public Sector Innovatio, OECD, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0450.

[52] OECD (2017), Fostering Innovation in the Public Sector, OECD Publishing, Paris, https://doi.org/10.1787/9789264270879-en.

[33] OECD (2014), Recommendation of the Council on Digital Government Strategies, OECD Publishing, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0406.

[5] OECD (2010), Public Administration after “New Public Management”, Value for Money in Government, OECD Publishing, Paris, https://doi.org/10.1787/9789264086449-en.

[13] OECD (2009), Rethinking e-Government Services: User-Centred Approaches, OECD e-Government Studies, OECD Publishing, Paris, https://doi.org/10.1787/9789264059412-en.

[3] OECD (Forthcoming), Draft Recommendation for Consultation Human-centred Public Administrative Services, OECD, https://www.oecd.org/en/events/public-consultations/2024/07/draft-recommendation-for-consultation-human-centred-public-administrative-services.html#:~:text=The%20OECD's%20Public%20Governance%20Committee,experience%20as%20a%20core%20consideration.

[20] OECD/UNESCO (2024), G7 Toolkit for Artificial Intelligence in the Public Sector, OECD Publishing, Paris, https://doi.org/10.1787/421c1244-en.

[36] Pieterson, W., W. Ebbers and J. van Dijk (2007), “Personalization in the public sector”, Government Information Quarterly, Vol. 24/1, pp. 148-164, https://doi.org/10.1016/j.giq.2005.12.001.

[22] Polchar, J. (2020), Unboxing the Future - Finding the futures in plain sight, European Union Institute for Security Studies, pp. 1-8, https://www.iss.europa.eu/sites/default/files/EUISSFiles/Brief%2019%20Foresight.pdf.

[38] Raieste, A., P. Ojamaa and M. Solvak (2023), Personal Government - a vision for a postdigital era of equitable and sustainable public services, Nortal & University of Tartu, https://nortal.com/wp-content/uploads/2024/02/personal_government-web-color.pdf.

[25] Saunders, T. and G. Mulgan (2017), Governing with Collective Intelligence, NESTA, https://www.nesta.org.uk/report/governing-with-collective-intelligence/.

[1] Thijs, N., I. Mackie and M. Krievins (2022), “Service design and delivery in the European Neighbourhood Policy East region: A comparative report on designing and delivering administrative services in Armenia, Azerbaijan, Georgia, Moldova and Ukraine”, SIGMA Papers, No. 64, OECD Publishing, Paris, https://doi.org/10.1787/c6debcce-en.

[23] Tõnurist, P. and A. Hanson (2020), “Anticipatory innovation governance: Shaping the future through proactive policy making”, OECD Working Papers on Public Governance, No. 44, OECD Publishing, Paris, https://doi.org/10.1787/cce14d80-en.

[45] Voorberg, W. and V. Bekkers (2016), “Interactive governance and the social construction of citizens as co-creators”, in Critical Reflections on Interactive Governance, Edward Elgar Publishing, https://doi.org/10.4337/9781783479078.00018.

[14] Welby, B. and E. Hui Yan Tan (2022), “Designing and delivering public services in the digital age”, OECD Going Digital Toolkit Notes, No. 22, OECD Publishing, Paris, https://doi.org/10.1787/e056ef99-en.