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

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    The purpose of this paper is to discuss the three key ideas for an agenda for the public sector that are emerging as dominant ideas in the 2010’s in the literature on public organizations. The paper examines a select number of self-styled conceptual alternatives from the literature on public management to what has been the dominant paradigm in recent years, the New Public Management (NPM). “Self-styled” means that they explicitly present themselves as alternatives to NPM and address the shortcomings in NPM to promote alternative conceptualizations. They include Digital-Era Governance, Public Value Management (PVM), Collaborative Governance, also known to some as the New Public Governance (NPG). The paper takes each of these as broad categories, and proposes that each shelters sub-categories of ideas. DEG: transparency, social media and shared service centers. PVM: strategy-making, performance governance, and innovation and strategic HRM. NPG: networks and collaboration, public-private partnerships and new ways of engaging active citizens. The paper sees these ideas as competing for dominance in the public organization literature as they are new drivers for reforms. Together they form the building blocks of how public management reforms can be build. The paper also recognizes that there are disagreements between them. The paper suggests that these tensions must be addressed if the reform movement is going to be coherent.
    The purpose of this paper is to discuss the three key ideas for an agenda for the public sector that are emerging as dominant ideas in the 2010’s in the literature on public organizations. The paper examines a select number of self-styled conceptual alternatives from the literature on public management to what has been the dominant paradigm in recent years, the New Public Management (NPM). “Self-styled” means that they explicitly present themselves as alternatives to NPM and address the shortcomings in NPM to promote alternative conceptualizations. They include Digital-Era Governance, Public Value Management (PVM), Collaborative Governance, also known to some as the New Public Governance (NPG). The paper takes each of these as broad categories, and proposes that each shelters sub-categories of ideas. DEG: transparency, social media and shared service centers. PVM: strategy-making, performance governance, and innovation and strategic HRM. NPG: networks and collaboration, public-private partnerships and new ways of engaging active citizens. The paper sees these ideas as competing for dominance in the public organization literature as they are new drivers for reforms. Together they form the building blocks of how public management reforms can be build. The paper also recognizes that there are disagreements between them. The paper suggests that these tensions must be addressed if the reform movement is going to be coherent.
    LanguageEnglish
    JournalPublic Organization Review
    Volume15
    Issue number1
    Pages49-65
    Number of pages17
    ISSN1566-7170
    DOIs
    StatePublished - 2015

    Keywords

      Cite this

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      title = "Ideas in Public Management Reform for the 2010s: Digitalization, Value Creation and Involvement",
      abstract = "The purpose of this paper is to discuss the three key ideas for an agenda for the public sector that are emerging as dominant ideas in the 2010’s in the literature on public organizations. The paper examines a select number of self-styled conceptual alternatives from the literature on public management to what has been the dominant paradigm in recent years, the New Public Management (NPM). “Self-styled” means that they explicitly present themselves as alternatives to NPM and address the shortcomings in NPM to promote alternative conceptualizations. They include Digital-Era Governance, Public Value Management (PVM), Collaborative Governance, also known to some as the New Public Governance (NPG). The paper takes each of these as broad categories, and proposes that each shelters sub-categories of ideas. DEG: transparency, social media and shared service centers. PVM: strategy-making, performance governance, and innovation and strategic HRM. NPG: networks and collaboration, public-private partnerships and new ways of engaging active citizens. The paper sees these ideas as competing for dominance in the public organization literature as they are new drivers for reforms. Together they form the building blocks of how public management reforms can be build. The paper also recognizes that there are disagreements between them. The paper suggests that these tensions must be addressed if the reform movement is going to be coherent.",
      keywords = "Public management reform, New Public Management, Digital era governance, Public value management, Collaborave governance",
      author = "Carsten Greve",
      year = "2015",
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      language = "English",
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      pages = "49--65",
      journal = "Public Organization Review",
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      Ideas in Public Management Reform for the 2010s : Digitalization, Value Creation and Involvement. / Greve, Carsten.

      In: Public Organization Review, Vol. 15, No. 1, 2015, p. 49-65.

      Research output: Contribution to journalJournal articleResearchpeer-review

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      AB - The purpose of this paper is to discuss the three key ideas for an agenda for the public sector that are emerging as dominant ideas in the 2010’s in the literature on public organizations. The paper examines a select number of self-styled conceptual alternatives from the literature on public management to what has been the dominant paradigm in recent years, the New Public Management (NPM). “Self-styled” means that they explicitly present themselves as alternatives to NPM and address the shortcomings in NPM to promote alternative conceptualizations. They include Digital-Era Governance, Public Value Management (PVM), Collaborative Governance, also known to some as the New Public Governance (NPG). The paper takes each of these as broad categories, and proposes that each shelters sub-categories of ideas. DEG: transparency, social media and shared service centers. PVM: strategy-making, performance governance, and innovation and strategic HRM. NPG: networks and collaboration, public-private partnerships and new ways of engaging active citizens. The paper sees these ideas as competing for dominance in the public organization literature as they are new drivers for reforms. Together they form the building blocks of how public management reforms can be build. The paper also recognizes that there are disagreements between them. The paper suggests that these tensions must be addressed if the reform movement is going to be coherent.

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