In recent administrative and organizational literature much attention has been paid to values that guide organizational and managerial behaviour in the public and private domain. Comparative empirical research efforts, however, are sparse. This article reports the results of a comparative empirical survey of 382 managers from a variety of public and private sector organizations in The Netherlands. Contrary to much recent literature that presupposes the intermixing or convergence of value systems guiding governance in different kinds of organizations, the results of this study show two distinct and relatively classical value systems for government and business as well as a ' common core ' of important organizational qualities. These are accountability, expertise, reliability, effi ciency and effectiveness, all of which are considered crucial in both public and private sector organizations. Additional analysis shows that value preferences are primarily attached to sector rather than to age, gender, working experience, or previous employment in the other sector.

Good governance involves managing conflicting values, leading to the main research question, which consists of three parts: Which public value profiles do public administrators have, which value conflicts do they experience, and which coping strategies are used? Here, previous literature on public value conflicts is discussed first and linked to the literature on street-level bureaucrats and on coping strategies. Then two case studies are presented: a municipality and a hospital. The findings show six different value clusters that administrators adhere to and clarify which value conflicts are typically experienced in various public sector organizations and which different coping mechanisms are used.

What is the nature of corruption in Western democracies? To answer this research question, the authors study 10 Dutch corruption cases in depth, looking at confidential criminal files. The cases allow them to sketch a general profile of a corruption case. The authors offer nine propositions to portray the nature of corruption. They conclude that corruption usually takes place within enduring relationships, that the process of becoming corrupt can be characterized as a slippery slope, and that important motives for corruption, aside from material gain, include friendship or love, status, and the desire to impress others. The explorative multiple case study methodology helps to expand our understanding of the way in which officials become corrupt.

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This article examines experienced differences in values between employees in the public and private sector. To elucidate them, the authors interviewed 30 employees of the public sector previously employed in the private sector and 30 employees of the private sector previously employed in the public sector, all of them in the Netherlands. The major conclusion is that the values of profitability, competitiveness, and customer orientation have a greater influence on business decisions; in public organizations, values such as legitimacy, lawfulness, accountability, and impartiality play a larger role. However, great differences exist among the organizations within each sector.

The use of social media produces new value conflicts in public governance. The police force is a public organization directly confronted with these changes. However, there is no systematic understanding of these conflicts in daily police practice or of the coping strategies used. This article presents an explorative understanding of the value conflicts and coping strategies within the police force by combining the literature on social media use in the public sector and the literature on value conflicts and by conducting a case study within the Dutch police. The empirical findings show, first, a growing emphasis on conflicts related to the values that are strongly embedded in social media use—specifically, conflicts between efficiency and participation and between transparency and lawfulness. Second, although dynamic coping strategies were expected, the research reveals that the police often use a conservative coping strategy to deal with these rapid changes.

Although public-private partnerships (PPPs) are often evaluated in terms of efficiency, their impact on public values is often neglected. In order to find out what we know about the public values-PPPs relation, this article reviews public administration literature and describes two opposite perspectives. The first perspective argues that public values are at stake whereas the second argues they are safeguarded or even reinforced. We argue that the assumptions of both perspectives are biased and incomparable due to the fact that each perspective holds a different ontological understanding of the concept of public values. Finally, we provide some ideas for further research.

The archives of three bureaus of integrity are analyzed in order to study the reasons for reporting integrity and law violations within public organizations. Peer reporting accounts for only a small percentage of cases; most investigations originate from routine and continuous institutional controls. What are the reasons peers choose to report or not report? A sense of justice is most important, followed by self‐protection and protection of the wrongdoer. The most important reason against coming forward is the reporter’s fear of negative consequences. One surprising rationale for not reporting is that an individual feels responsible for the wrongdoer’s punishment. Six propositions are elicited from this research as well as specific pragmatic recommendations for management procedures to improve reporting of integrity and/or law violations.