Table 1 A descriptive overview of the... | Emerald Publishing

Table 1

A descriptive overview of the clusters retrieved from bibliographic coupling

Cluster	Label	No of items	Range of publication year	Main theme(s) addressed	Key references
Yellow cluster	Aiding OI via financial and relational support	10	2017/2021	Public sector entities initiate OI ecosystems encouraging stakeholders to enter collaborative innovation efforts through financial and relational aids. The relationship between financial aids and stakeholders' involvement in OI initiatives follows an inverted U shape. A combination of financial and relational aids is required to foster the establishment of vivid OI ecosystems	Ahn et al. (2020), Jugend et al. (2020), Leckel et al. (2020)
Purple cluster	Nurturing OI through public open data	17	2013/2018	Alongside delivering financial and relational support, public sector entities can support OI through public open data. Limitations preventing the stakeholders' access to public open data should be addressed. On the one hand, adequate infrastructures should be implemented to ensure the fair and timely access to open public data. On the other hand, boundary spanning and interorganizational relationships should be exploited to facilitate the alignment of perspectives between public sector entities and relevant stakeholders	Gagliardi et al. (2017), Gascó (2017), Tate et al. (2018)
Red cluster	Creating public value through OI	32	2008/2019	OI is conceived of as an innovative public management model to engage stakeholders in public value generation. Embracing a collaborative economy perspective, OI involves the implementation of public–private partnerships (PPPs), leveraging the knowledge and skills of privately-owned companies to address public management challenges. Adopting a public service perspective, OI implies the shift towards a public private people partnership (PPPP) approach, which emphasizes people centeredness and relies on citizens' empowerment for the purpose of public value generation	Cohen et al. (2016), Mergel (2015), Molinari (2011)
Green cluster	Preparing the ground for OI	18	2015/2021	Inconsistent rules and ambiguous strategies prevent the success of collaborative innovation in the public sector. To overcome such shortcomings, public sector entities should prepare the ground for OI, dealing with the “hard” and “soft” side of collaborative innovation. A reliable infrastructure should be arranged to facilitate inflows and outflows of knowledge. Moreover, attention should be paid to the incentives fostering stakeholders' participation to OI	Ferraris et al. (2020), Wijnhoven et al. (2015), Yuan and Gasco-Hernandez (2021)
Blue cluster	Oiling the mechanisms for OI	17	2008/2020	OI requires the design of context-specific interventions, which should fit with the complexity of the institutional field and with the political, social, and economic challenges faced by public sector entities. Collaborative innovation relies on four principles: accessibility, transparency, participation, and empowerment	Koch et al. (2011), Lundgren and Westlund (2017), Mroczkowski and Miller (2017)

Cluster	Label	No of items	Range of publication year	Main theme(s) addressed	Key references
Yellow cluster	Aiding OI via financial and relational support	10	2017/2021	Public sector entities initiate OI ecosystems encouraging stakeholders to enter collaborative innovation efforts through financial and relational aids. The relationship between financial aids and stakeholders' involvement in OI initiatives follows an inverted U shape. A combination of financial and relational aids is required to foster the establishment of vivid OI ecosystems	Ahn et al. (2020), Jugend et al. (2020), Leckel et al. (2020)
Purple cluster	Nurturing OI through public open data	17	2013/2018	Alongside delivering financial and relational support, public sector entities can support OI through public open data. Limitations preventing the stakeholders' access to public open data should be addressed. On the one hand, adequate infrastructures should be implemented to ensure the fair and timely access to open public data. On the other hand, boundary spanning and interorganizational relationships should be exploited to facilitate the alignment of perspectives between public sector entities and relevant stakeholders	Gagliardi et al. (2017), Gascó (2017), Tate et al. (2018)
Red cluster	Creating public value through OI	32	2008/2019	OI is conceived of as an innovative public management model to engage stakeholders in public value generation. Embracing a collaborative economy perspective, OI involves the implementation of public–private partnerships (PPPs), leveraging the knowledge and skills of privately-owned companies to address public management challenges. Adopting a public service perspective, OI implies the shift towards a public private people partnership (PPPP) approach, which emphasizes people centeredness and relies on citizens' empowerment for the purpose of public value generation	Cohen et al. (2016), Mergel (2015), Molinari (2011)
Green cluster	Preparing the ground for OI	18	2015/2021	Inconsistent rules and ambiguous strategies prevent the success of collaborative innovation in the public sector. To overcome such shortcomings, public sector entities should prepare the ground for OI, dealing with the “hard” and “soft” side of collaborative innovation. A reliable infrastructure should be arranged to facilitate inflows and outflows of knowledge. Moreover, attention should be paid to the incentives fostering stakeholders' participation to OI	Ferraris et al. (2020), Wijnhoven et al. (2015), Yuan and Gasco-Hernandez (2021)
Blue cluster	Oiling the mechanisms for OI	17	2008/2020	OI requires the design of context-specific interventions, which should fit with the complexity of the institutional field and with the political, social, and economic challenges faced by public sector entities. Collaborative innovation relies on four principles: accessibility, transparency, participation, and empowerment	Koch et al. (2011), Lundgren and Westlund (2017), Mroczkowski and Miller (2017)

Source(s): Authors' own creation