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In light of growing criticism towards New Public Management and its effects, interest has been directed at alternative management control concepts in the public sector. Whether Public Value Management is an alternative, possibly even a new paradigm, is being discussed on the research front. New Public Management and Public Value Management have evolved in parallel during the past decades. However, New Public Management has had greater impact, not least in governments’ control of state agencies. The aim of the thesis is to gain an understanding of how ideas about the creation of public value diverge between New Public Management and Public Value Management. Beyond the research question of whether management control meets the demands of efficiency and customer-orientation as addressed in previous studies on reforms influenced by New Public Management, this thesis deals with the issue of creating value for the benefit of society. In a qualitative approach, the research is based on interpretations of documents, observations and interviews with examples from state agencies in the museum sector. The result of the study shows that differences between New Public Management and Public Value Management are expressed in notions of accountability, results and proficiency. The time perspective differs, as do the means of financing and involvement of stakeholders. Reforms in line with Public Value Management call for the involvement or consideration of a larger circle of stakeholders, including future generations. The findings of the thesis suggest that the diverging perceptions of value creation does not rule out that elements from both concepts can be combined and complement each other. The main issue is to take into account the contribution made to public value, considering whether the mandate is a long-term government assignment in line with Public Value Management or if it involves activities well suited to New Public Management with prerequisites for market orientation. The dissertation contributes to research in the field of management control in the public sector and the issue of public value.

Drawing on a survey of large-scale ecological restoration initiatives, we find that managers face contradictory demands. On the one hand, they have to raise funds from a variety of sources through competitive procedures for individual projects. These projects require the specification of deliverable outputs within a relatively short project period. On the other hand, ecologists argue that the complexity of ecosystem processes means that it is not possible to know how to deliver predetermined outcomes and that governance should be adaptive, long-term and implemented through networks of stakeholders. This debate parallels a debate in public administration between New Public Management and more recent proposals for a new approach, sometimes termed Public Value Management. Both of these approaches have strengths. Projectification provides control and accountability to funders. Adaptive governance recognises complexity and provides for long-term learning, building networks and adaptive responses. We suggest an institutional architecture that aims to capture the major benefits of each approach based on public support dedicated to ecological restoration and long-term funding programmes.

Master i økonomi og administrasjon I denne oppgaven benytter vi kvalitativ og kvantitativ metode for å undersøke hvilke HR-typer vi finner i offentlig sektor, hva som påvirker HR i offentlig sektor og hvilken vei utviklingen går. Vi har gjennomført en kvalitativ undersøkelse der vi har intervjuet 8 nøkkelpersoner i 3 direktorater. I tillegg har vi benyttet oss av data fra «Medarbeiderundersøkelsen i staten» for årene 2007, 2009 og 2012. Resultatene av undersøkelsene viser at det finnes forpliktelsesbasert og kontrollorientert HR i offentlig sektor. Vi finner også operasjonell og strategisk HR, men større grad av operasjonell HR. Utviklingen går mot mer forpliktelsesbasert og strategisk HR i direktoratene vi har undersøkt. Gjennom en regresjonsanalyse på dataene fra «Medarbeiderundersøkelsen i staten» 2012 finner vi også at styring og ledelse påvirker HR. Vi konstruerer begrepene «forpliktelsesbasert styring» og «forpliktelsesbasert ledelse», og viser at disse fremmer forpliktelsesbasert HR. Videre knytter vi disse begrepene til «public value management» og «nettverksstaten», og finner at disse paradigmene vil fremme forpliktelsesbasert HR i offentlig sektor. In this paper, we use qualitative and quantitative method to determine which HR-types we find in the public sector, what affects HR in the public sector and which way the trend is moving. We conducted a qualitative study where we interviewed eight key people in three directorates. In addition, we have used data from "Medarbeiderundersøkelsen i staten" for the years 2007, 2009 and 2012. The results of our research shows that we find both soft and hard HR in the public sector. We also find both operational and strategic HR, but a greater degree of operational HR. The trend is towards soft and strategic HR directorates in the directorates we examined. Through a regression analysis on the data from the employee survey in the state in 2012, we also find that management and leadership affect HR. We constructed the terms "soft governance" and "soft management" and demonstrate that these promotes soft HR. Furthermore, we review theese terms in regards to "public value management" and "The network state". We demonstrate that these paradigms will promote soft HR in the public sector.

Managerialism, emphasising on competition, is a leading penetrable practice or method in public and business management. However, managerialism is not a unique principle to manage public and private organisations. In this study we introduce, in addition to managerialism and its backgrounds, the challenging contemporary practices or paradigms of public and business management, such as cooperation, or simultaneous cooperation and competition, that is coopetition, and public value management (PVM), and show their practical and theoretical significance in the management discussions. Regardless of the possibility to dispute the existence of both coopetition paradigm because of the contemporary dominating competition and cooperation paradigms, and PVM because of the different versions of post NPM viewpoints, we introduce the complementary roles of coopetition and PVM frameworks for the management studies and practices

No sentido de criar uma escola pública de acesso a todos e para todos, as políticas públicas são apontadas, cada vez mais, como resposta às necessidades públicas. As políticas públicas desenvolvem-se num ciclo que implica a formação da agenda política, a formulação, a implementação e a avaliação. Com esta investigação pretendemos aprofundar algumas abordagens teóricas da Administração Pública, com enfoque na área da educação, e da gestão pública que influenciam as políticas públicas, nomeadamente, o modelo da Administração Profissional, Public Choice, Public New Management, Public Value Management. Contudo a presente dissertação irá centrar-se, no processo de implementação e avaliação da ação social escolar (ASE) segundo o modelo Public Value Management. Neste sentido, pretende-se analisar qual o impacto da ASE, enquanto política pública educativa, na qualidade da educação e de que forma é que esta pode contribuir para o sucesso escolar das crianças e jovens que frequentam a escolaridade básica e secundária do 1.º ano ao 12.º ano e que frequentam o Agrupamento de Escolas de Cister (AEC) – Alcobaça, em Portugal, e a Escola Portuguesa de Macau (EPM), em Macau. Tendo em conta, o objetivo do estudo, foi seguida a metodologia mista: qualitativa e quantitativa. Operacionalizando-se através da revisão da literatura, do estudo de caso comparativo como estratégia de investigação, na definição de entrevistas e análise documental como instrumentos de recolha de dados e estabelecida a amostra e participantes do estudo para a simultânea observação, interpretação e comparação dos dados. Da análise do contexto de Macau e de Portugal, bem como da triangulação dos dados, apontam-se a seguintes conclusões: a ASE aplica-se de forma diferenciada em Portugal e em Macau; dos dados recolhidos verificamos que no AEC de Alcobaça, em Portugal e na EPM, em Macau, a implementação da ASE acrescenta valor público ao percurso académico dos alunos, em Portugal através do apoio financeiro às suas famílias e em Macau através dos apoios financeiros diretos às escolas. Concluindo-se, ainda, através da análise dos dados das taxas de sucesso escolar do AEC, estas são mais elevadas nos alunos que não beneficiam de ASE, embora na perspetiva dos sujeitos, nomeadamente, do Diretor do AEC, sem este apoio, os níveis de insucesso ficariam mais desfasados daqueles que beneficiam da ASE.

This paper provides results obtained within a questionnaire-based survey conducted in small to medium public administrations in Germany. The survey was carried out on the occasion of working out indicators of risks and application of risk management for public sector. The results of the questionnaire enlighten reasons for undesired deviations from plans and strategy; in addition self-estimation of internal or external factors of decisions under not-certainty and their ramifications to the sustainable execution of obligatory and voluntary tasks. Hence the results are helpful to enlighten customer responsibility. This field research was carried out in the period 2009-2012 with data evaluated from 23 filled in questionnaires with 45 questions. Targets were small to middle local municipalities up to 100.000 inhabitants and county administrations up to 400.000 inhabitants in North Rhine Westphalia of prime importance. The public administrations are forced by law to introduce the accrual accounting system, similar to private sector. Financial statements lead to a similar interpretation. Addressed were mayors and treasurers. The research is replenished by borrowings by Van der Wal, et al., 2008 and Bogumil, et al., 2007. Virtual safety of existence and financing of public administrations have influence to the quality and quantity of public provided services and goods. The results of handling uncertainty, isolated projects and political decisions confirmed a peculiar dealing with accountability, responsibility and finances. Recognizing the steady convergence of operations and strategy of public and private sector organization considering leadership, processes or budgets, a peculiar kind of responsibility to the customers is confirmed, but also an endeavor to use the system for personal interests and protection instead to regard themselves as service provider for individual and collective utility, enhancing public value as objective to be legal pursuit by governmental programs.

Over the past several decades, local governments have provided public services through a dynamic process including direct public delivery and market contracts. These public service delivery modes have been influenced by the dominant paradigms in contemporary public administration such as New Public Management (NPM) and Public Value Management (PVM). This study aims to examine factors influential in choosing public service delivery modes in local governments. Influential factors are divided into three main categories. The first category is public values as perceived by public managers. The second category is related to organizational environments. The third category is associated with characteristics of public services. This study focuses on public service delivery in County and City governments in Virginia. In order to test hypotheses, I use two sets of data: a survey and the U.S. Census. First, the survey measures public values, organizational environments, and public service characteristics. The survey population consists of 95 Counties and 39 Independent Cities in Virginia. The total number of County Administrators and City Managers who responded to the survey was 70. Second, the U.S. Census provides demographic information. In analyzing data to address research questions, I use descriptive analysis and a binary logistical regression model. Findings indicate that the more County Administrators and City Managers perceive the importance of efficiency and customer orientation values from New Public Management in determining public service delivery modes, the more local governments choose contracting out. In contrast, the more County Administrators and City Managers perceive the importance of fairness, political accountability, and employee safety values from Public Value Management in determining public service delivery modes, the more local governments choose delivery by public. Ph. D.

Part 5: Evaluation; International audience; A main objective of transformational government (t-government) is to realize public sector reform. Initiatives of public sector reform, commonly referred to as New Public Management (NPM), often failed to achieve the desired results and led to undesired outcomes. Hence, a new reform approach, referred to as Public Value Management (PVM), emerged to overcome these negative effects and to which the use of information technology (IT) is central. This paper investigates a t-government effort in the Netherlands to find whether it realizes the objectives of PVM. The findings of the case study show that t-government does not achieve these objectives. Instead of realizing a transformed organizational structure, t-government is found to be concerned with setting up governance among the different parties in a in network to allow for collaboration. Furthermore, the case study results show that to realize the outcomes of PVM, t-government needs to be accompanied by a professionalization of the work force and by making government processes more transparent to ensure public accountability.

A large part of the study of politics is dedicated to identifying the circumstances under which democracy will flourish. Putnam made a major contribution to this field through his concept of social capital as developed in Making Democracy Work. Putnam found that communities with a high number of civic associations –i.e. social capital- had a better chance of developing an effective style of democratic government. This definition of social capital sparked much subsequent research and policy activity. It is argued here, however, that this work ignored the immediate needs of societies which do not have the required stock of social capital. There is still little guidance available on how effective government can be achieved even if the right societal circumstances are absent. This thesis hopes to find inspiration from government agencies that were successful despite their challenging social capital conditions. It specifically looks at sixteen public utilities on the Caribbean islands of Aruba, Curacao and St. Kitts between 2005 and 2009. The thesis then systematically investigates the relationship between the performance of the agencies and the behaviour of their senior officials. It emerges that in the absence of social capital, governance is in these cases mainly hampered by a deluge of irrelevant data. Successful utilities overcame this flood by constantly upgrading the quality of information, implementing a strict yet inclusive style of governance, and allowing strong leaders the space to translate words into actions. These outcomes suggest that social capital forms an important tool for ordering information, and that, in its absence, there are still alternative strategies available to secure success nonetheless.

A large part of the study of politics is dedicated to identifying the circumstances under which democracy will flourish. Putnam made a major contribution to this field through his concept of social capital as developed in Making Democracy Work. Putnam found that communities with a high number of civic associations –i.e. social capital- had a better chance of developing an effective style of democratic government. This definition of social capital sparked much subsequent research and policy activity. It is argued here, however, that this work ignored the immediate needs of societies which do not have the required stock of social capital. There is still little guidance available on how effective government can be achieved even if the right societal circumstances are absent. This thesis hopes to find inspiration from government agencies that were successful despite their challenging social capital conditions. It specifically looks at sixteen public utilities on the Caribbean islands of Aruba, Curacao and St. Kitts between 2005 and 2009. The thesis then systematically investigates the relationship between the performance of the agencies and the behaviour of their senior officials. It emerges that in the absence of social capital, governance is in these cases mainly hampered by a deluge of irrelevant data. Successful utilities overcame this flood by constantly upgrading the quality of information, implementing a strict yet inclusive style of governance, and allowing strong leaders the space to translate words into actions. These outcomes suggest that social capital forms an important tool for ordering information, and that, in its absence, there are still alternative strategies available to secure success nonetheless.