Abstract: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 us… Show more
“…This call to provide ‘rich accounts of the views, actions, and choices of public leaders themselves’ is echoed by Crosby and Bryson (, p. 13). Moreover, Hartley et al (, p. 676) suggest that research is required into ‘what or who facilitates public value, what acts as barriers to it’. They further advocate using methods directed at understanding ‘sense‐making by individuals’ (p. 678).…”
New forms of public leadership are needed to design and implement co‐production of public value. We draw on narrative analysis to explore the barriers to developing the capacity for co‐production of public value in disadvantaged and vulnerable Indigenous communities and find that existing norms not only crowd out efforts at reform, but can work against them. In particular, we find that upward accountability and a focus on expert knowledge are the most problematic for co‐production of public value. We focus on how more traditional practices of public administration mediated the achievements of public leaders in their co‐production efforts when Australian governments introduced strategies for partnership with Indigenous communities for services design and delivery. The analysis suggests that creating a broader enabling environment of supportive logics would allow public leaders to engage more productively with inherent tensions between old and new ways of working.
“…This call to provide ‘rich accounts of the views, actions, and choices of public leaders themselves’ is echoed by Crosby and Bryson (, p. 13). Moreover, Hartley et al (, p. 676) suggest that research is required into ‘what or who facilitates public value, what acts as barriers to it’. They further advocate using methods directed at understanding ‘sense‐making by individuals’ (p. 678).…”
New forms of public leadership are needed to design and implement co‐production of public value. We draw on narrative analysis to explore the barriers to developing the capacity for co‐production of public value in disadvantaged and vulnerable Indigenous communities and find that existing norms not only crowd out efforts at reform, but can work against them. In particular, we find that upward accountability and a focus on expert knowledge are the most problematic for co‐production of public value. We focus on how more traditional practices of public administration mediated the achievements of public leaders in their co‐production efforts when Australian governments introduced strategies for partnership with Indigenous communities for services design and delivery. The analysis suggests that creating a broader enabling environment of supportive logics would allow public leaders to engage more productively with inherent tensions between old and new ways of working.
“…They call for a more general theory of public value creation that explores the role of different actors, from different sectors. Hartley et al (, p. 671) identify three approaches to conceptualizing public value:The notion of public value as a contribution to the public sphere; the notion of public value as the addition of value through actions in an organizational or partnership setting and the heuristic framework of the strategic triangle (the public value proposition, the authorizing environment and operational resources which a public manager has to align to achieve public value). [As proposed by Mark Moore in Creating Public Value , 1995.…”
Section: Theoretical Frameworkmentioning
confidence: 99%
“…Judgements about values in the public sphere are inevitably contested and constantly changing, reflecting the diversity of views and opinions in contemporary society and the democratic process. According to Hartley et al (, p. 672), the second approach conceptualizes public value as ‘that which is created or added through the activities of public organizations and their managers’. Like the first approach, value is not static but arises through activities which are judged to be valuable or not.…”
Section: Theoretical Frameworkmentioning
confidence: 99%
“…Examples like this revealed that junior staff members were highly motivated and able to employ soft metagovernance. It also demonstrated that they were ‘politically astute’ (Hartley et al ) in terms of recognizing the political environment and tensions within which they operate. At the staff focus group there was a collective realization that junior staff could undertake some of the advocacy work and also that senior staff were committed to supporting them.…”
The aim of this article is to explore the opportunities and challenges of employing ‘soft’ metagovernance to promote public value in governance networks. Soft metagovernance can be defined as a form of relational leadership that is exercised through face‐to‐face contact. This involves making an emotional connection with people to exert influence through a collaborative endeavour, rather than employing bureaucratic authority. Drawing on a case study of a local social enterprise—The Bristol Pound—in the UK, this article examines how soft metagovernance can be used by non‐state actors as a form of leadership to create public value. Evidence reveals that relational forms of leadership are a powerful asset in helping leaders of networks to create public value. Moreover, if network leaders understand how soft metagovernance functions they can use it more purposefully to maximize public value creation and mitigate the risks of public value destruction in governance networks.
“…Moore (1995) has proposed a framework called the "Strategic Triangle" to help public managers to plan an organizational strategy for their organization and to produce a public service that could deliver public value [17,20,39]. The most recent researches about the "strategic triangle" have expanded its explanatory power without affecting its original structure that still indicates three main dimensions of the organizational strategy that a public manager should consider to ensure that the service produced really delivers public value [40][41][42].…”
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