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This article revisits some theories and concepts of public administration, including those related to public value, transaction costs and social equity, to analyze the advantages and disadvantages of using artificial intelligence (AI) algorithms in public service delivery. The author seeks to mobilize theory to guide AI-era public management practitioners and researchers.

The author uses an existing task classification model to mobilize and juxtapose public management theories against artificial intelligence potential impacts in public service delivery. Theories of social equity and transaction costs as well as some concepts such as red tape, efficiency and economy are used to argue that the discipline of public administration provides a foundation to ensure algorithms are used in a way that improves service delivery.

After presenting literature on the challenges and promises of using AI in public service, the study shows that while the adoption of algorithms in public service has benefits, some serious challenges still exist when looked at under the lenses of theory. Additionally, the author mobilizes the public administration concepts of agenda setting and coproduction and finds that designing AI-enabled public services should be centered on citizens who are not mere customers. As an implication for public management practice, this study shows that bringing citizens to the forefront of designing and implementing AI-delivered services is key to reducing the reproduction of social biases.

As a fast-growing subject, artificial intelligence research in public management is yet to empirically test some of the theories that the study presented.

The paper vulgarizes some theories of public administration which practitioners can consider in the design and implementation of AI-enabled public services. Additionally, the study shows practitioners that bringing citizens to the forefront of designing and implementing AI-delivered services is key to reducing the reproduction of social biases.

The paper informs a broad audience who might not be familiar with public administration theories and how those theories can be taken into consideration when adopting AI systems in service delivery.

This research is original, as, to the best of the author’s knowledge, no prior work has combined these concepts in analyzing AI in the public sector.

The purpose of this study is to address United Nations’ sustainable development goals (SDGs) 8 and 9 from a service perspective. SDG 8 is a call to improve the dignity of service work by enhancing wages, working conditions and development opportunities while SDG 9 calls upon nations to construct resilient infrastructures, promote inclusivity and sustainability and foster innovation.

This study uses a bibliometric review to extract important themes from a variety of scholarly journals.

Researchers tend to investigate policy-level topics, such as national and international standards related to working conditions, while ignoring the experiences or well-being of workers occupying marginalized and low-opportunity roles in service organizations. Service researchers, educators and practitioners must collaborate to improve the state of service industries by conducting participatory action research, promoting grassroots organizing/advocacy, implementing digitized customer service and addressing workforce soft skills deficiencies.

The authors consider how service work can be transformed into respectable employment and present four specific ways nations can enhance their service industries.

Economic planners can view SDGs 8 and 9 as a framework for understanding and promoting the well-being of service employees and accelerating the productivity and innovation levels of the service sector.

The United Nations’ SDGs are examined from a services perspective, which increases their significance in service-dominated economies.