Ideas in Public Management Reform for the 2010s. Digitalization, Value Creation and Involvement

Greve, Carsten

doi:10.1007/s11115-013-0253-8

Cited by 97 publications

(85 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Another was a desire to reap efficiencies at a time when government was perceived as "too big", bolstered by an increasingly widespread belief that the private sector is inherently more efficient. The public sector's uptake of new management ideas continued in the 2000s and beyond with a focus on value creation, digitalization and involvement (Greve 2015).…”

Section: The Rise Of the Business Policy Model And New Public Managementmentioning

confidence: 99%

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Alford

Greve

2017

Administrative Sciences

Self Cite

View full text Add to dashboard Cite

Strategic concepts and practices first evolved in the private sector, so they evoked much controversy when they migrated to the public sector from the late 1970s onwards. Partly this was about their (in)applicability to the distinctive features of government organizations, in particular their focus on public as well as private value, their situation in a political rather than a market environment, their almost exclusive capacity to use legal authority to achieve purposes, and the extent to which they often need to share power over personnel and resources with other public sector agencies. These and other factors complicated efforts to apply New Public Management and similar frameworks in strategy concepts in a governmental context. Partly also the traditional private-sector focus on single organizations did not resonate with the growth of network governance from the 1990s. The authors argue for an alternative model based primarily on the public value framework as a means of incorporating and going beyond traditional strategy thinking.

show abstract

Section: The Rise Of the Business Policy Model And New Public Managementmentioning

confidence: 99%

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Alford

Greve

2017

Administrative Sciences

Self Cite

View full text Add to dashboard Cite

show abstract

“…NPM-ajattelusta on jäänyt näet puuttumaan yhteisöelement-ti, jossa kansalaiset nähdään asiakkuuden lisäksi myös laajemman yhteisön jäseninä, kansalaisina ja kuntalaisina. Näin ollen, erityisesti 2000-luvun vaihteen jälkeen NPM-reformia on seurannut kumppanuutta ja verkostoja korostava uuden julkisen hallinnan reformiaalto, jossa painostus on siirtynyt aktiivisen kansalaisuuden korostamiseen (Greve 2015). Tätä "hallinnon kolmatta Pasi-Heikki Rannisto & Piia Tienhaara (toim.)…”

Section: Johdantounclassified

“…Tästä lähtökohdasta tarkasteltuna palvelujen yhteistuotanto on olennainen ja sisäänrakennettu osa julkisia palvelujärjestelmiä, jotka perustuvat erilaisiin kumppanuuksiin ja verkostoihin . Kansalaisuus hahmottuu erilaisien roolien kautta aktiivisena kansalaisuutena (Greve 2015).…”

Section: Johdantounclassified

Sote-palvelut markkinoilla – tavoitteita, toiveita ja ristiriitoja

Rannisto¹,

Tienhaara²

2016

View full text Add to dashboard Cite

“…Namely, the new planning ideology has been built upon the New Public Governance principles; management has conveyed the idea that society, public policies and organizations cannot be governed without the capacity of managing networks and co-operation (e.g. Greve 2015). Th ese networks exist at all levels of governance -that is, at the local, regional, national and global levels.…”

Section: Enter Organizational Intelligencementioning

confidence: 99%

Searching for Organizational Intelligence in the Evolution of Public-Sector Performance Management

Virtanen¹,

Vakkuri²

2015

NISPAcee Journal of Public Administration and Policy

View full text Add to dashboard Cite

Th e article explores the transformation process of evaluation, performance monitoring and accountability in the public sector. Th e process underlines that horizontal accountability referencing a wide democratic footprint is likely to become more explicit. To this end, this article develops the idea of transformation of public sector performance management from the viewpoint of organizational intelligence. Much of the current doctrine originates from rationalistic performance management and evaluation models and are therefore reluctant or unable to see the social mechanisms incorporated in the mechanisms of accountability. Th is article concludes that 'hard nose' rationalistic models of performance and evaluation are not anymore fi t for purpose. To be measured by traditional performance metrics, the society is far too complex, constructed by various social networks and retrospective interlinkages, and constituted by public service systems. Th us, the need for intelligence in organizational knowledge management and decision-making processes ought to be addressed more systematically.

show abstract

Ideas in Public Management Reform for the 2010s. Digitalization, Value Creation and Involvement

Cited by 97 publications

References 25 publications

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Sote-palvelut markkinoilla – tavoitteita, toiveita ja ristiriitoja

Searching for Organizational Intelligence in the Evolution of Public-Sector Performance Management

Contact Info

Product

Resources

About