Managing Public Values in Public-Private Networks: A Comparative Study of Innovative Public Infrastructure Projects

Abstract

Public Money & Management publishes articles which contribute new knowledge as a basis for policy or management improvements, or which reflect on evidence from public service management and finance. The journal does not accept literature reviews. Public Money & Management has a multidisciplinary readership, including officials in all types of public service organizations, academics, consultants and advisers working with the public services, politicians, journalists, and students on both academic and professional courses. Although this readership has been interested largely in British public management, there is an increasing interest in international developments. Accordingly, the editors welcome articles about developments outside the UK which offer clear lessons for British or other western practitioners.The journal publishes core articles, new developments and contributions to debate. Core articles (no more than 5,000 words) must meet high standards of intellectual argument, evidence and understanding of practice in public management. They are double-blind refereed usually by an academic and a practitioner. New developments (typically 2,500 words) focus on the evolution of contemporary public service policy, management or practice and convey the potential or actual impact of change in a detached, informed and authoritative way. These articles are not normally refereed, but are subject to editorial scrutiny. Debate articles (usually under 1,000 words) are personal statements about topical issues, expressing an argument, supported by examples or evidence. They, too, are subject to editorial scrutiny. Authors should take into account the needs of the readership in drafting their articles and, in particular, to explain technical terms and avoid exclusive jargon.

Learning in Public Sector Organizations: A Theory of Action Approach

“…In the latter systems conflicting sets of governing policy variables are less likely to gain majority support than in the former, and consequently, these conflicting sets will tend to coexist rather than dominate one another. Given this coexistence, in consociational democracies single and double loop learning results are expected to be less sharply divided and more accumulative (Grin and Loeber 2007;Helderman et al 2005;Hemerijck and Visser 1997;Van Gestel et al 2008). The prostitution case seems to modify the latter position in that some sets of governing variables may actually become dominant even in consociational systems, because competing sets of governing variables are only supported by politically powerless or unpopular minorities, like the prostitutes and their business owners in this case.…”

Public Values in Public–Private Partnerships

“…Beck Jørgensen & Bozeman, 2002;Van Gestel, Koppenjan, Schrijver, van de Ven, & Veeneman, 2008). Therefore, rather than searching for an allencompassing definition, it seems we have to settle with the notion that the public-values concept is ambiguous.…”

Trading off public values in High-Speed Rail development in China

“…North (1990), Goodin (1996), Mahoney and Thelen (2010), Koppenjan et al (2008), van Gestel et al (2008 and Charles et al (2011) How strongly is the organizational structure inclined to generate certain public values?…”

“…Prabhakar (2004), Fritzsche and Oz (2007), Koppenjan et al (2008), van Gestel et al (2008, Suar and Khuntia (2010) and Schwartz (2011) Criterion 3 (C3): Amount of public spending How much does the government invest in a certain public value to improve its performance? Wang et al (2012) and Filmer and Pritchett (2013) Criterion 4 (C4): Official political support…”