The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Public Value Pragmatism as the Next Phase of Public Management
Abstract
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.
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Citations
Cites
A PUBLIC MANAGEMENT FOR ALL SEASONS
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The Pure Theory of Public Expenditure
Samuelson, P. A. (1954) · The Review of Economics and Statistics · doi:10.2307/1925895 · Cited by 7,458
New Public Management Is Dead--Long Live Digital-Era Governance
Dunleavy, P. (2005) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mui057 · Cited by 2,638
Public Value Management: A New Narrative for Networked Governance?
Stoker, G. (2006) · The American Review of Public Administration · doi:10.1177/0275074005282583 · Cited by 1,351
Cited by
Wicked and less wicked problems: a typology and a contingency framework
Alford, J., & Head, B. W. (2017) · Policy and Society · doi:10.1080/14494035.2017.1361634 · Cited by 528
“In particular, it illustrates how the ‘one-size-fits-all’ model has bedevilled government organisations for decades (Turnpenny et al., 2009; Alford and Hughes 2008; Head and Alford 2015).”
BackgroundSelf-citationPublic value creation in digital government
Panagiotopoulos, P., Klievink, B., & Cordella, A. (2019) · Government Information Quarterly · doi:10.1016/j.giq.2019.101421 · Cited by 265
Wang, C., Teo, T. S. H., & Janssen, M. (2021) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2021.102401 · Cited by 161
"The Computer Says No!" -- A Case Study on Automated Decision-Making in Public Authorities
Wihlborg, E., Larsson, H., & Hedstrom, K. (2016) · 2016 49th Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2016.364 · Cited by 106
Digital platforms for the co-creation of public value
Meijer, A., & Boon, W. (2021) · Policy & Politics · doi:10.1332/030557321x16115951032181 · Cited by 77
Garengo, P., & Sardi, A. (2021) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-03-2020-0102 · Cited by 50
Lopes, K. M. G., Macadar, M. A., & Luciano, E. M. (2019) · International Journal of Public Sector Management · doi:10.1108/ijpsm-03-2018-0081 · Cited by 42
Accountability and Reporting for Sustainability and Public Value: Challenges in the Public Sector
Gherardi, L., Linsalata, A. M., Gagliardo, E. D., & Orelli, R. L. (2021) · Sustainability · doi:10.3390/su13031097 · Cited by 24
Automated Decision-Making and Legitimacy in Public Administration
(2018) · Örebro University Library (Örebro University) · Cited by 16
Renegotiating Public Value with Co-Production
Cordella, A., Paletti, A., & Shaikh, M. (2018) · Oxford Scholarship Online · doi:10.1093/oso/9780198816225.003.0008 · Cited by 15
Metadata
- Authors
- Alford, J., & Hughes, O.
- Venue
- The American Review of Public Administration
- Publisher
- SAGE Publications
- Published
- 2008-06
- Volume
- 38
- Issue
- 2
- Pages
- 130-148
- ISSN
- 0275-0740 (ISSN-L)
- 1552-3357
- OpenAlex
- W2073038590
- Cited by
- 471
- References
- 4
- FWCI
- 43.42
- Type
- journal article
- Language
- en
- Open access
- closed
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