Creating public value : strategic management in government
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Cites background from "Creating public value : strategic m..."
...Examples include word-of-mouth pressure by fellow citizens to encourage reluctant parents to participate in immunization campaigns ( Moore 1995 ) and the peer pressure of other residents to cooperate and comply with regulations ( Alford 2002 ), such as land-use planning controls....
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855 citations
Cites background from "Creating public value : strategic m..."
...By contrast, the drivers in the public sector are to achieve widespread improvements in governance and service performance, including efficiencies, in order to increase public value (Moore, 1995)....
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...…managers, working within the organizational form of a bureaucracy, act either as ‘clerks’ (impassive officials implementing political will) or ‘martyrs’ (holding private views about the wisdom or necessity of action but continuing to implement political decisions without comment) (Moore, 1995)....
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...But they are also expected to be responsive to more or less constant political guidance and feedback (Moore, 1995, p. 299)....
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...These public managers, working within the organizational form of a bureaucracy, act either as ‘clerks’ (impassive officials implementing political will) or ‘martyrs’ (holding private views about the wisdom or necessity of action but continuing to implement political decisions without comment) (Moore, 1995)....
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831 citations
Cites background or methods from "Creating public value : strategic m..."
...Moreover they must be prepared to adapt and reposition their organizations in their political and task environments in addition to simply ensuring their continuity (Moore 1995:55)....
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...More recently Stoker, drawing heavily on Moore (1995) and Kelly, Mulgan and Muers (2002), sought to articulate a public value management model, an ‘alternative paradigm’ or an ‘overarching framework’ for post-competitive, collaborative network forms of governance (Stoker 2006:41)....
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...This approach, first articulated by Moore (1994; 1995) represents a way of thinking which is both post-bureaucratic and post-competitive allowing us to move beyond the narrow market versus government failure approaches which were so dominant in the NPM era (Hefetz and Warner 2004)....
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...…academic circles (Alford 2002; Bovaird 2004; Bozeman 2002; Carmeli and Kemmet 2006; Hartley 2005; Hefetz and Warner 2004; Horner and Hazel 2005; Kelly, Mulgan and Muers 2002; Moore 1994, 1995; Moore and Braga 2004; Pinnock 2006; Smith 2004; Smith Anderson and Teicher 2004; Stoker 2006)....
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...Public value creation is said to rely on the politically-mediated expression of collectively determined preferences, that is, what the citizenry determines is valuable (Alford 2002; Kelly, Mulgan and Muers 2002; Moore 1995)....
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782 citations