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

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  • Carsten Greve

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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. Copyright Springer Science+Business Media New York 2015

Suggested Citation

  • Carsten Greve, 2015. "Ideas in Public Management Reform for the 2010s. Digitalization, Value Creation and Involvement," Public Organization Review, Springer, vol. 15(1), pages 49-65, March.
  • Handle: RePEc:kap:porgrv:v:15:y:2015:i:1:p:49-65
    DOI: 10.1007/s11115-013-0253-8
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    References listed on IDEAS

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    1. Graeme A. Hodge & Carsten Greve & Anthony E. Boardman (ed.), 2010. "International Handbook on Public–Private Partnerships," Books, Edward Elgar Publishing, number 13451.
    2. Dag Christensen & Tom Christensen & Per Lægreid & Tor Midtbø, 2012. "Cross-Border Coordination Activities in Central Government Administration—Combining Organizational Conditions and Individual Features," Public Organization Review, Springer, vol. 12(4), pages 367-382, December.
    3. Ali Farazmand, 2012. "Sound Governance: Engaging Citizens through Collaborative Organizations," Public Organization Review, Springer, vol. 12(3), pages 223-241, September.
    4. B. Peters & Jon Pierre & Tiina Randma-Liiv, 2011. "Global Financial Crisis, Public Administration and Governance: Do New Problems Require New Solutions?," Public Organization Review, Springer, vol. 11(1), pages 13-27, March.
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    Cited by:

    1. Aidan R. Vining, 2016. "What Is Public Agency Strategic Analysis (PASA) and How Does It Differ from Public Policy Analysis and Firm Strategy Analysis?," Administrative Sciences, MDPI, Open Access Journal, vol. 6(4), pages 1-31, December.
    2. Paolo Esposito & Spiridione Lucio Dicorato, 2020. "Sustainable Development, Governance and Performance Measurement in Public Private Partnerships (PPPs): A Methodological Proposal," Sustainability, MDPI, Open Access Journal, vol. 12(14), pages 1-25, July.
    3. Jari Stenvall & Petri Virtanen, 2017. "Intelligent Public Organisations," Public Organization Review, Springer, vol. 17(2), pages 195-209, June.
    4. Michal Pohludka & Hana Stverkova & Beata Ślusarczyk, 2018. "Implementation and Unification of the ERP System in a Global Company as a Strategic Decision for Sustainable Entrepreneurship," Sustainability, MDPI, Open Access Journal, vol. 10(8), pages 1-16, August.
    5. Virtanen Petri & Vakkuri Jarmo, 2015. "Searching for Organizational Intelligence in the Evolution of Public-Sector Performance Management," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 8(2), pages 89-99, December.

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