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Despite long-standing criticisms of the paradigm, New Public Management (NPM) retains a strong influence over organizations in public administration. Social Impact Bonds (SIB) are an outcomes-oriented investment entity which has emerged from NPM with grand promises of social change. Building on a longitudinal case study of a health-based SIB, this paper identifies how key actors move away from NPM by resisting such management principles and shift toward Public Value Management (PVM). The paper finds that this is possible when the public interest and performance objectives are designed with a public value orientation whilst other NPM principles shift over time through resistance and negotiation. The paper provides insight into how key actors re-organize to embed public value in a financing and public service delivery structure that is often regarded as flawed and inefficient. The paper offers several contributions to public value literature, including the role of the state, as well as the emerging literature on SIBs and outcomes-based contracts. [ABSTRACT FROM AUTHOR]

Strokosch and Osborne and others have recently argued the essence of effective service delivery in and by government increasingly involves the re-orientation of top-down service delivery toward enhanced co-design and co-creation. This new emphasis on what Strokosch and Osborne term designing and managing “for” services is seen to be increasingly replacing or augmenting an older emphasis on these tasks in the design “of” services. Analyzing and managing service design and delivery in this way, however, requires a steady eye to be maintained on the different ways in which “public value” is generated through each service process and upon the different kinds of policy tools useful in each activity. This paper expands and develops this thinking and the research and practice agenda around this emergent “designing for service” paradigm. It does so by focusing on the nature and types of substantive and procedural policy tools used in these efforts and especially upon a shift in emphasis toward the better understanding of the micro-level specifications of the procedural instruments used in management and design “for” services.

The governance of community public space is one of the most concerned issue of people's livelihood, and its effectiveness determines the residents' living experience and even the stability of the grassroots political authority. In order to explore the factors of the effectiveness of community public space governance and the path to enhance the effectiveness of community public space governance, this analysis combines the influencing factors with the three stages of identification, management and confirmation in public value management theory, and constructs an indicator system for measuring and analyzing the effectiveness of community public space governance. The fsQCA3.0 is used to analyze the data of 300 residents in Tianjin, China, after which several aims that affect the effectiveness of community public space governance are obtained. The results show that the paths of "resident trust, property management is authoritative" and "customer oriented, democratic consultation" that bring higher governance efficiency have a consistency of 0.874761 and a coverage of 0.480994, which explains well what combination of antecedent factors should be present in communities with high public space governance effectiveness. Based on this, in order to improve the governance efficiency of community public space, improving residents' living experience and promote the modernization of China's urban construction, the government, property management company, owners' committee and neighborhood committee should increase investment in enhancing policy support, establishing service concepts, introducing technology and equipment, enhancing residents' trust and establishing dispute coordination agencies. [ABSTRACT FROM AUTHOR]

The past decade has witnessed the global rise of policy innovation labs (PILs), many of which are nonprofit organizations. Policymakers have promoted PILs as a novel approach to addressing pressing economic and social issues. Concurrent with the growing importance of PILs has been the shift to public value management (PVM), which focuses on policy outcomes that benefit the public and the needs and problems in society. One relatively new process raised in the public management literature is co-experience, which considers stakeholders' engagement with public policies or programs within the broader context of life experience. This, the authors argue, is an important contribution to public value creation. Social media platforms such as Twitter (now X) are one tool that PILs can employ to assess and develop stakeholder co-experience. The authors analyzed 13,009 Twitter messages largely generated by stakeholders relating to 42 U.S.-based PILs. [ABSTRACT FROM AUTHOR]

The governance of community public space is one of the most concerned issue of people’s livelihood, and its effectiveness determines the residents’ living experience and even the stability of the grassroots political authority. In order to explore the factors of the effectiveness of community public space governance and the path to enhance the effectiveness of community public space governance, this analysis combines the influencing factors with the three stages of identification, management and confirmation in public value management theory, and constructs an indicator system for measuring and analyzing the effectiveness of community public space governance. The fsQCA3.0 is used to analyze the data of 300 residents in Tianjin, China, after which several aims that affect the effectiveness of community public space governance are obtained. The results show that the paths of “resident trust, property management is authoritative” and “customer oriented, democratic consultation” that bring higher governance efficiency have a consistency of 0.874761 and a coverage of 0.480994, which explains well what combination of antecedent factors should be present in communities with high public space governance effectiveness. Based on this, in order to improve the governance efficiency of community public space, improving residents’ living experience and promote the modernization of China’s urban construction, the government, property management company, owners’ committee and neighborhood committee should increase investment in enhancing policy support, establishing service concepts, introducing technology and equipment, enhancing residents’ trust and establishing dispute coordination agencies.

The objective of this paper is to deeply study about how the management control system of a public sector organisation contributes to the creation of public value as expected by the stakeholders. This research is designed as a qualitative case study with the interpretive paradigm. Suroboyo Bus case was chosen as it fits with the purpose of the study and its accessibility. Public Value Management (PVM) theory explains the investigated phenomenon, with the levers of control framework used as the theoretical reference to explain the MCS of Suroboyo Bus. This research found that the MCS of Suroboyo Bus was designed to support the creation of public value. The internalised value of the Suroboyo Bus managers and staff have made the MCS implementation focus upon the public values. The change from UPTD to BLUD became the foundation to facilitate the public value creation. The MCS in operational, budgetary and administration cycles are focused upon maintaining and improving the service quality of the mass public transport of Suroboyo Bus. However, this result may differ across organisational context, hence it is necessary to further advance the study to other public organisations to enhance the knowledge of MCS and public value creation.

Business model innovation (BMI) is a well-established approach to adapt structures, activities, and services to dynamic environments. Increasing digitization and changing stakeholder demands put pressure on public organizations to adjust their business models (BMs). However, public BMI research is fragmented and lacks conceptual sophistication. Drawing on an analysis of BMI studies and supplementary public management literature, our study develops an integrative framework representing the underlying public value-oriented BM structure that can be innovated through democratically driven BMI processes. Our framework specifies public BMI and serves as a guide for research and practice by providing implications for improving public value. [ABSTRACT FROM AUTHOR]

In the face of the ever-growing public administration problems around the world, the change and transformation of public administration comes to the fore. As it is known, the main problem of public administration in general arises from the sharing of goods and services. In this case, alternative structures are needed apart from the bureaucratic structure and it is argued that the bureaucratic structures are not sufficient for a productive and responsible service economy. In this process, the New Public Management (NPM) approach has come to the fore as a paradigm shift. The classical public administration approach, together with the paradigm change, brought to the agenda the understanding of NPM, which is flexible organizational structure, emphasizes localization, foresees moving away from hierarchy, and wants to make the state dominating the philosophy of the state that takes the helm instead of downsizing and rowing, and that the bureaucracies in many developed and developing countries, including Turkey, which is at the center of the study, are comprehensive. contributed to a reform process. However, when we look at the recent applications of this new paradigm, the main problems of classical public administration; It has been seen that the desired solutions could not be produced in terms of organizational centralism, organizational growth, confidentiality and isolation in management, conservatism in management, rule-making and avoidance of responsibility, politicization in management, nepotism, corruption and conducting transactions through intermediaries. In such a situation, naturally, new paradigm searches have been started and many new theories and understandings that are accepted especially in developed countries and that foresee paradigmatic change have started to attract the attention of developing countries. In this study, the effect of this process on Turkish public administration is evaluated by considering the paradigm shifts experienced within the scope of the NPM understanding and alternative searches, which could not achieve the desired success in the reform process in the bureaucracy. [ABSTRACT FROM AUTHOR]

In 2019, Hjørring Municipality launched a comprehensive Youth Guarantee programme to ensure 'positive destinations' for the municipality's youth. The strategy was explicitly inspired by Edinburgh's interpretation of the Scottish Youth Guarantee. In this article, we conceptualize the Youth Guarantee as a policy instrument and unpack the transfer, translation, and transformation from the initial coincidental inspiration to the policy instrument developing a 'life of its own'. The instrument serves as a vehicle for creating a constituency centred on a value-based governing paradigm, alliances, and the enthusiastic spread of the Youth Guarantee spirit. The case serves as an example of how the transfer, translation, and transformation processes of a policy instrument into a foreign legal context can play out, as well as how dominating forms of governance centred on values, alliances, and common enthusiasm in the constituency – and even the contours of a governance paradigm – can be teased out through such an endeavour. [ABSTRACT FROM AUTHOR]

This paper examines the relationship between leadership and public value in a multi-agency service, requiring the delicate navigation of tensions when there are diverse and competing interests among public service collaborators. The paper adopts an actor-focused perspective arguing for the need to develop theory about leadership in collaborative settings which includes understanding political astuteness in leadership, as this can have an impact on whether or not public value is created. The setting is a multi-agency service hub and the empirical research is based on interviews and document analysis. The paper makes two contributions: first, it analyses the pluralistic leadership processes exercised in the pursuit of public value; secondly, it identifies how political astuteness is a key capability in leading diverse interest in cross-organisational collaborations. [ABSTRACT FROM AUTHOR]

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Copyright of Public Money & Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Research Papers of the Wroclaw University of Economics / Prace Naukowe Uniwersytetu Ekonomicznego we Wroclawiu is the property of Uniwersytet Ekonomiczny we Wroclawiu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The societal impact of elite sports attracts increasing attention in academia and sport policy. In this paper, we show how public value management theory enhances the understanding of the way social impacts can be created and supported. We answer the research question: how do policy makers in the Northern Netherlands develop a public value proposition in order to legitimise investments in the elite sports management environment? Data for this article were gathered from January 2019 to February 2020 using a qualitative fieldwork approach and from the study of policy documents. The first fieldwork phase entailed an exploratory study using focus groups and one-to-one meetings (n = 24). In the second research phase, the focus shifted towards an action-based design, employing four focus group sessions (n = 22). For the final phase, a group of civil servants and decision makers convened in four working sessions. We show that (1) the funding of elite sport in the Northern Netherlands incorporated within broader talent development opportunities legitimises investments, (2) these investments need to go hand in hand with active stakeholder management and (3) these investments hold particular significance in regions with peripheral characteristics. This study provides public sector sports managers with a framework in which they can increase the societal impact of elite sports by developing public value propositions. This article contributes to the concretisation of public value theory by detailing how public value propositions are drafted and re-drafted to engage a coalition of supporters in the authorising environment. [ABSTRACT FROM AUTHOR]

Nowadays, most countries of the world are dealing with covid-19, which has resulted in many economic, political, social, and health challenges. However, people in society need to interact with each other due to economic and social reasons, which make it harder to control the disease. Infectious diseases and quarantine cause widespread devastation in the lives of people in the community. Therefore, the community needs good governance in the given circumstances.

Extended Abstract Abstract Citizens in a society are the main owners of the political system and public management. The extent of involvement in the country and public management has been different concerning the evolution trend of paradigms and theories of political sciences and public management in different time periods. The initial paradigm in public management is the same as the Technocratic and Instrumentalist traditional public administration which was based on the maximum government and the minimum involvement of citizens in public administration. Shifting from the paradigm of traditional public management to the new public management, the minimum government and citizens maximum involvement and privatization were emphasized. Beyond the new public management and moving toward the paradigm of public value management, the interaction between public management and citizen was considered concerning the ethical and institutional approach. In this paradigm, the values of citizens rights, democracy, institutionalism, serving people, involvement, social capital, and civil society have been considered more than before. Further, the realm of public power in the public value management, bureaucracy and the market has been developed to the wider domains in civil society and governance networks. In the paradigm of public value management, the power is, in nature, various and many partners from different parts of the government, businesses, and NGOs involve in creating and protecting public values. Introduction: The historical trend of paradigms in public management developing from the traditional public management to the paradigm of public value management is affected by the trend of this maximum government to maximum democracy. The paradigm of traditional public management was consistent with maximum government. In the transition from the paradigm of traditional public management to new public management and to public value management, we witness the strengthening of non-governmental sectors and civil society which means moving toward perfect and democratic governance. In this paradigm, the process of transferring power from the state to sectors outside the realm of government (e.i the private sectors and civil society) has been greatly considered. In this regard, the values of democracy, civil society, social capital, and the synergy of diverse areas of power have increased. Case Study The present paper is analytical which theoretically considers the paradigm of public value management as a new paradigm in public management. The case studies and field studies are not considered in this paper. Theoretical Framework The paradigm of the public value management which is similar to the new public services highlights the citizen’s behaviors, network governance and participatory governance. The public value management aims to develop a discourse of collective co-creation values, democratic values in the path of good governance. The public value management believes in the reflection of new public services in the community, the continuous improvement and citizens’ satisfaction. Stability, a dominant feature of the traditional public management paradigm, is not credible in the public value management discourse, and stability is replaced by change , learning and innovation. Public value management seeks to synergize public sector actions and decisions with the resources of the private sectors and NGOs. Public value management emphasizes the development of the capabilities of mutual and collective relationships, and accountability is the result of the active participation of citizens. Democracy and the consolidation of direct participation styles of citizens are centered by public value management, and the power is distributed in a vast network of society actors. Materials and Methods In the present study, we sought to study the paradigms of public management by scrutinizing the scientific resources in public management. In this regard, the present study used a deductive and content analysis approach derived from published articles on public value management. Discussion and Results Public value management results from the empowerment of civil society and organized social networks and the move toward the discourse of good governance and democratic governance which requires a re-creation of social capital in government-nation relations. In this discourse, the political activists of the society and the managers of the public sector tend to create public values to pursue the public interests of the society. The process of identifying and accepting public values in society takes place in the context of collective wisdom and comprehensive public participation. Accordingly, a wide range of community activists actively involved in creating, accepting, institutionalizing, implementing these public values, and ultimately judging the extent of realization of these public values. In the discourse of public value management, there is a kind of pluralistic attitude toward the expected public values. This discourse considers a logical combination of intra-organizational and extra-organizational values in the context of civil society and democracy. Instead of focusing merely on results and practices, public value management highlights the relationships and networks of cooperation between internal and external sectors. Public value management seeks to combine the expected values of government, private sector activists, and civic institutions. Thus, multidimensional attitudes toward political, legal, economic, and social values, innovative learning, and environmental values are emphasized in public value management. Collaboration and co-creation patterns in the relationships of different activists in society beyond organizational and geographical boundaries have modified the function of public management. Conclusions The paradigm of public value management does not seek to completely negate the paradigms of traditional and new public management, and most of the good and public values in such managements are considered in the paradigm of public value management. Concerning the final result of the paradigm of public management, the paradigm of public value management seeks to reconcile the power, policy, efficiency, and rationality with civil ethics, social justice, and accountability. In this regard, the paradigm of public value management attempts to strongly recreate the link between public administration and politics, ethics and democracy more than before.

The authors suggest that the governance of public value will contribute to highlighting important qualitative aspects necessary for the successful implementation of gender mainstreaming. The success of work with the strategy of gender equality is dependent on which management accounting system that is in use. A good example is to use gender-awareness as an input and to go beyond short-term assessment of output into long-term valuation of outcomes. To avoid ending up with irrelevant output measures, gender-aware planning and assessment of qualitative processes and outcomes is required. Gender mainstreaming has been hampered by the governance guides of New Public Management (NPM). Public Value Management is an alternative approach that can be interpreted as a concept for management accounting that meets the challenges that NPM was never able to handle. This paper discusses the case of gender mainstreaming in the Swedish transport sector. [ABSTRACT FROM AUTHOR]

Public value management emerged as a response to the limitations of new public management, to incorporate notions of democracy and inclusive dialogue and deliberation. However, the contestation around the expression of public value limits its capacity to guide thinking and practice. This article explores the competing expression of accountability under new public management (NPM) and public value management (PVM) value frames. It argues that a measurement focus is a legacy of NPM values frames which are incompatible with those of PVM. As such, the focus on measurement is blocking a coherent exposition of an emerging PVM paradigm. [ABSTRACT FROM AUTHOR]

Smart city, which employs information and communication technology (ICT) to resolve urban problems, is gaining more research attention in the innovation research. However, most previous studies regard citizens as merely passive accepters of the smart city services, focusing on individual private values. The present study aims to expand existing limited perspectives by applying public value management theory. Drawing from the literature review, we developed a dual perspective that a smart city service should encompass: private and public value. Then we set up a causal relationship between the value recognitions and intention to adopt smart city services. We further related antecedent variables to the dual value recognition in terms of citizens' characteristics: prior knowledge, personal innovativeness, and citizenship. Two case subjects among currently operating smart city services in South Korea were selected to empirically investigate our hypothesis. Results confirm the recognition of both public and private value is significantly related to the citizens' personal characteristics and resultant attitude towards acceptance and support for diffusion of the smart city services. This study is expected to provide useful implications for a new angle for the recipient of the smart city services, value orientation of the services, citizen's participation, and method selection for promotion.

Smart city, which employs information and communication technology (ICT) to resolve urban problems, is gaining more research attention in the innovation research. However, most previous studies regard citizens as merely passive accepters of the smart city services, focusing on individual private values. The present study aims to expand existing limited perspectives by applying public value management theory. Drawing from the literature review, we developed a dual perspective that a smart city service should encompass: private and public value. Then we set up a causal relationship between the value recognitions and intention to adopt smart city services. We further related antecedent variables to the dual value recognition in terms of citizens' characteristics: prior knowledge, personal innovativeness, and citizenship. Two case subjects among currently operating smart city services in South Korea were selected to empirically investigate our hypothesis. Results confirm the recognition of both public and private value is significantly related to the citizens' personal characteristics and resultant attitude towards acceptance and support for diffusion of the smart city services. This study is expected to provide useful implications for a new angle for the recipient of the smart city services, value orientation of the services, citizen's participation, and method selection for promotion. [ABSTRACT FROM AUTHOR]

Abstract: This paper provides a knowledge‐based perspective to understanding public value management (PVM). As distinct from other approaches to public administration, PVM focuses on collaborative capacity building for the creation of public value. To develop the notion of PVM further, we explore the role of a knowledge‐based strategy in a case study of change implementation in 18 disability service organisations in Western Australia. Our findings show important inter‐relationships between knowledge management strategy, adopting a person‐centred approach to service provision, and sustainability of change implementation. We discuss the implications of the study for disability sector change management and for the further exploration of the strategic role of knowledge management capabilities in the study and practice of PVM in public sector administration. The paper explores the relationship between an organisation's knowledge capture and sharing systems and processes and its ability to implement change in a way that generates long‐term benefits for both public sector employees (e.g., engaging with key stakeholders to generate innovative solutions for serving client needs) and clients (i.e., increased well‐being through better service design and support). [ABSTRACT FROM AUTHOR]

Collaborative approaches to public management are generally known to represent sources of public value. However, certain theoretical and empirical gaps in understanding this process of value creation persist. We adopt a resource-based view to analyse how public and private collaborations moderate relations among resources and processes and creation of public value. Our results show that collaboration with private organizations negatively moderates the effect of resources on public value creation and positively moderates the effect of processes on public value creation. Collaboration within the public sector positively moderates the effect of resources but not the effect of processes. [ABSTRACT FROM AUTHOR]

There is considerable scholarly writing about the theory and application of public value concepts, but this article explores why there is, by contrast, so little empirical research on public value. The article then goes on to provide a framework and a research agenda for inspiring and guiding new empirical research, based on three different conceptualizations of public value, with researchers needing to be explicit about which approach they are using in order to avoid confusion. While case studies have been used as a research method, the authors suggest a much wider array of potential research methods (depending on the research question) covering both quantitative and qualitative approaches and with a wider variety of designs, including comparative analysis. It is suggested that empirical research is undertaken with a more diverse range of stakeholders of public value, breaking out of the public manager-centric approach. This is an exciting agenda for research, though the paper warns that public value may fade from view unless empirical research is undertaken to test, challenge and extend the scholarly contributions. [ABSTRACT FROM AUTHOR]

The tools of public value management – such as the strategic triangle and the public value account – are increasingly used by scholars and practitioners alike. At the same time, some confusion remains regarding their functionality in action. Based on our experiences with these tools in classrooms and boardrooms, we analyse how these instruments help to explore and structure different dimensions of public management challenges. We propose a set of ‘principles of application’, detailing under what conditions public value tools are most likely to be helpful, and suggest a course of action for strengthening, connecting and extending the current tool box. [ABSTRACT FROM PUBLISHER]

The article presents the literature review analysis focusing on the problems concerned with hospitals state resources supply. The characteristics of purchase management in the modern socio-economic conditions are highlighted.

Innovative public management practices can greatly benefit citizens, but often fail due to a mismatch with the societal context. Public Value Management was developed in North America and Western Europe, emphasising public leadership, stakeholder involvement, and information sharing. This article examines whether these practices advocated in resilient societies which are large, egalitarian, and high trust also work in vulnerable societies which are small, hierarchical, and low trust. The article compares management practices at 16 public utilities in 3 Caribbean societies, concluding that Public Value Management can improve outcomes when applied comprehensively. Partial implementation, however, leads to worse outcomes instead. [ABSTRACT FROM PUBLISHER]

This paper contributes to the study of public value management (PVM). PVM is distinguished from other approaches to public administration in its focus on establishing community networks and collaborative capacity building for the creation of public value. We explore PVM through a case study of a public-community sector partnership strategy called the positive behaviour framework (PBF), a state government initiative designed to transform services for people with disabilities. The development and implementation of the PBF is analysed via a transitional change or 'sector awareness' model. Each phase of the model is illustrated through 'positive stories' that depict key moments in the change process and in the activities that public sector managers employed to raise awareness, build capacity, and promote collaboration. We discuss the implications of the study for disability sector change management and for the further study of the PVM approach to public sector administration. [ABSTRACT FROM AUTHOR]