Beyond New Public Management Paradigm: The Public Value Paradigm and Its Implications for Public Sector Managers (original) (raw)
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Public Value Management: An Emerging Paradigm in Public Administration
International Journal of Business, Management and Economics
In 1975, Nicholas Henry puts forward five paradigms for public administration. These paradigms demonstrate the historical development of public administration since Woodrow Wilson's famous article. The existence of competing paradigms in public administration enhances theoretical development within the discourse. Public value management has brought a new dimension to the discourse. The purpose of this study is to investigate the paradigmatic shift in public management and to determine if the ‘Public Value Management’ represents an emerging paradigm in public administration. The paper attempts to answer two main questions: (a) Does public value management represent a new paradigm in the field of public administration? (b) Is public value management the future of public administration? To answer these questions, the study followed a historical approach to provide an accurate description and analysis of the current state as well as predicting its future course. Data for this study ...
The purpose of the present paper is threefold: (i) to provide a critical overview of scholarly literature on public value with a focusing on different positions in the use of the concept, (ii), to analyse the fit of public value management to different public administration traditions, systems and cultures (iii) to provide a research agenda based on the preliminary findings of this paper. The public value approach was developed in reaction and reference to New Public Management and its attendant risks of neoliberalisation, and is resting on preference deliberation, plural and political processes providing a safeguard against uncertainty and change (Stoker 2005). Although a strong concern for common good and societal well-being provides a common thread, a more thorough review of the literature reveals several tensions and contradictions that characterize the discourse on public value, not the least the risks of producing a new variant of neoliberal rationality (Dahl and Soss 2014). In addition, it would also seem that the architecture of political-administrative relations and public administrative tradition plays a strong role in how the public value concept is being conceived and received, and vice versa, public value offers particular understandings of 'public managers', compatible with existing public administrative systems to varying degrees (Rhodes & Wanna 2007). Based on the literature review and the analysis of the possible use of the public value approach in different political-administrative settings, we identify a research agenda sensitive to the different understandings, objectives and functions of public value in various country contexts.
From New Public Management to Public Value
Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy-making and constructing service delivery. In part this represents a response to the concerns about 'new public management', but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.
Appraising Public Value in the Public Sector: Re-evaluation of the Strategic Triangle
SEISENSE Journal of Management
Purpose- This article aims to address public value by assessing public programs and services' success in a more cost-effective way. The study also investigates how public managers and elected officials can use public value to guide their decisions on resource allocation to create value for the citizens. Design/methodology- To meet this study's aims, Mark Moore’s strategic triangle is used as the framework for this study. This is a comprehensive framework that evaluates the performance of public sector programs and service delivery. Data for this study has been collected via a primary scoping of the literature on public value. Database searches were conducted in the Social Sciences Index, SCOPUS journals, ISI Social Sciences Citation Index, and Google Scholar. Findings- From the investigation, the result indicates that public value is created by government or public managers in their daily transactions and by non-profit organizations that articulate their objectives and find ...
Public value, politics and public management: a literature review
2006
This paper summarises the findings of the literature review on politics and public management and sets out the theoretical background that underpins the concept of Public Value. It explores its potential as a theory of public management, which aims to guide the actions of public managers delivering services to the public funded through taxation.
Public Value Pragmatism as the Next Phase of Public Management
The American Review of Public Administration, 2008
New Public Management has now been "new" for more than 15 years, and public administration scholars are calling for new approaches, such as networked governance or collaboration. However, these approaches share with their predecessors the problem that they tend toward a one-best-way orientation. Instead, the authors argue, the next phase should be what they call "public value pragmatism." In other words, the best management approach to adopt depends on the circumstances, such as the value being produced, the context, or the nature of the task. They illustrate a decision framework for determining the most appropriate approach for different types of circumstances. The emerging literature also tends to be unclear about the level of the public sector to which it applies. The authors distinguish three levels-programs, organizations, and whole public sectors-and put forward some propositions about how public value pragmatism might apply at each level.