J
John Alford
Researcher at Australia and New Zealand School of Government
Publications - 62
Citations - 5357
John Alford is an academic researcher from Australia and New Zealand School of Government. The author has contributed to research in topics: Public sector & Public value. The author has an hindex of 30, co-authored 62 publications receiving 4533 citations. Previous affiliations of John Alford include University of Melbourne & Melbourne Business School.
Papers
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Journal ArticleDOI
Wicked Problems: Implications for Public Policy and Management
TL;DR: The concept of "wicked problems" has attracted increasing focus in policy research, but the implications for public organizations have received less attention as mentioned in this paper. But the main organizational and cognitive dimensions emerging from the research literature on wicked problems.
Journal ArticleDOI
Making Sense of Public Value: Concepts, Critiques and Emergent Meanings
John Alford,Janine O'Flynn +1 more
TL;DR: In this article, the authors set out the basics of the original public value approach, and then considered emerging critiques and meanings of public value, and tracked the new meanings of the public value which are developing.
Book
Engaging Public Sector Clients: From Service-Delivery to Co-Production
TL;DR: In this article, the concept of client co-production of public services is introduced and an exchange perspective managing for client Co-production is presented. But the focus is on the client's role in the public sector.
Journal ArticleDOI
Public Value Pragmatism as the Next Phase of Public Management
John Alford,Owen E. Hughes +1 more
TL;DR: 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 as discussed by the authors.
Journal ArticleDOI
Defining the Client in the Public Sector: A Social‐Exchange Perspective
TL;DR: The authors argue that most public-sector organization-client interactions differ from the private-sector customer transaction and offer a typology of these interactions and propose that the central feature of the customer model can be broadened in a way that accentuates the importance of administrators' responsiveness to their publics.