Understanding and Creating Public Value: Business is the engine, government the flywheel (and also the regulator)

Thompson, Fred; Rizova, Polly S.

doi:10.1080/14719037.2013.841982

Cited by 21 publications

(16 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Yet how should the public value of multidimensional bureaucratic outputs be assessed? At least in terms of the efficient use of scarce resources to produce things that are valued by people, cost‐benefit analysis (CBA) provides an answer (Thompson and Rizova ). In many, if not most, applications, other values, such as equity and public acceptability, deserve consideration––indeed, representative governments tend to give voice to these values, although imperfectly, because they elicit attention from various constituencies.…”

Section: Evidence For Practicementioning

confidence: 99%

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

Weimer

2019

Public Administration Review

View full text Add to dashboard Cite

Cost-benefit analysis, as a tool of general use in policy analysis or as a mandated analytical process in some rulemaking, provides protocols for assessing the relative efficiency of policy alternatives. However, inconsistent and apparently irrational decisions by consumers in some situations call into question the validity of inferring the values that consumers place on outcomes from their observed choices. It also opens the door for "nudges" that change the architecture of choice to promote more "rational" consumer choice. Differences between decision utility and experience utility and the willingness of consumers to pay for reductions in temptation provide conceptual bases for thinking about the efficiency of nudges. However, assessment of nudges and their role in behavioral public administration should also recognize that heterogeneous preferences can result in increases in utility for some and decreases for others. Therefore, nudges require systematic assessment like other policy instruments. Evidence for Practice• Nudges should not be viewed as panaceas; rather, they should be assessed like other policy alternatives.• When consumers make forecasting errors about the value of consumption, benefits should be assessed in terms of experience utility (the satisfaction that consumers actually realize from consumption) rather than choice utility (the satisfaction that they anticipate gaining before consumption). • Consumers who anticipate harmful temptation may obtain a benefit from the removal of the temptation from their choice set. • Heterogeneity in the prevalence of behavioral deviations from rationality, such as harmful addiction, complicates the assessment of both nudges and conventional policy interventions.

show abstract

Section: Evidence For Practicementioning

confidence: 99%

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

Weimer

2019

Public Administration Review

View full text Add to dashboard Cite

show abstract

“…According to (19) leadership of an organization play an important role to solve the problems, improve efficiency, effectiveness or fairness of public services and ultimately create public value. (20) argued that government create public value by managing risks and promoting stability. Moore"s concept of public value defends public officials collaborative partnerships with other groups in society to provide better services to the public (13).…”

Section: Public Valuementioning

confidence: 99%

Professionalism is the Key to Create Public Value

Sami¹,

Jusoh²,

Nor³

et al. 2018

IJET

View full text Add to dashboard Cite

Public value is a new and important concept in the public management research. This concept give a new idea of public management with theme of peoples first approach to facilitate them. Public value creation is the main concern of public mangers in today’s public sector organizations. Public value is based on three building blocks of public value that are services, trust and social outcome. Professionalism is an esential requirement to achieve these building blocks of public value. A professional public manager by virtue of his possition will be in a better position to create public value. The important attributes of a professional public manger includes honesty, competency, accountability, self regulation and specialized knowledge of his field and duties. These attributes of public managers will create public value and ultimately establish the trust of public on the organization and as a result, the country will become a welfare state.

show abstract

“…There is certainly consensus that agencies should act purposively for social good [49], but there is less agreement on its operational meaning. A number of influential scholars [50][51][52][53][54][55] have argued that public executives should focus on creating "public value". Public management scholars in a number of countries have addressed the relevance of the public value concept [56][57][58][59][60][61][62].…”

Section: The Many Meanings Of Public Valuementioning

confidence: 99%

What Is Public Agency Strategic Analysis (PASA) and How Does It Differ from Public Policy Analysis and Firm Strategy Analysis?

Vining

2016

Administrative Sciences

View full text Add to dashboard Cite

Public agency strategic analysis (PASA) is different from public policy analysis because public agency executives face numerous constraints that those performing "unconstrained" policy analysis do not. It is also different from private sector strategic analysis. But because of similar constraints and realities, some generic and private sector strategic analysis techniques can be useful to those carrying out PASA, if appropriately modified. Analysis of the external agency environment (external forces) and internal value creation processes ("value chains", "modular assembly" processes or "multi-sided intermediation platforms") are the most important components of PASA. Also, agency executives must focus on feasible alternatives. In sum, PASA must be practical. But public executives need to take seriously public value, and specifically social efficiency, when engaging in PASA. Unless they do so, their strategic analyses will not have normative legitimacy because enhancing public value is not the same as in some versions of public value or in agency "profit maximization". Although similarly constrained, normatively appropriate public agency strategic analysis is not "giving clients what they want" or "making the public sector business case". PASA must be both practical and principled.

show abstract

Understanding and Creating Public Value: Business is the engine, government the flywheel (and also the regulator)

Cited by 21 publications

References 55 publications

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed

Professionalism is the Key to Create Public Value

What Is Public Agency Strategic Analysis (PASA) and How Does It Differ from Public Policy Analysis and Firm Strategy Analysis?

Contact Info

Product

Resources

About