The Roles and Synergies of Quantitative and Qualitative Data in the Early Phases of Introducing a Multi-Stakeholder Public Service

Abstract

In the field of service design, integrating quantitative and qualitative data is increasingly emphasized to address complex, ill-defined problems and gain a holistic understanding of user experience. While various theoretical models for integration have been proposed, empirical research demonstrating how such integration actually unfolds in service design projects remains rare, particularly within multi-stakeholder public service contexts. This study addresses this gap through a single-case study of the Ulsan Cup project spanning approximately three years from service planning to operational stabilization, drawing from the author's long-term engagement as an active participant. The findings identify three dimensions of practical realities: (1) the distinct roles of each data type, where quantitative data served as a validator of environmental public value and strategic governance instrument, while qualitative engagement functioned as an alignment mechanism for stakeholder coordination; (2) the synergistic value created through iterative sense-making loops that bridged the epistemological gap between digital logs and physical reality and enabled data-informed decision-making amid complex constraints; and (3) structural barriers arising from data governance conflicts and ambiguous ownership in public-private partnership arrangements. This thesis provides practical insights for novice designers navigating multi-stakeholder complexity and contributes empirical evidence on the gap between theoretical data integration models and service design practice.