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New Public Governance: The Tracks of Changes

Author

Listed:
  • Aleksandras Patapas

    (Associate Professor, PhD, Department of Public Administration, Mykolas Romeris University, Valakupių g. 5, Vilnius, Lithuania.)

  • Alvydas Raipa

    (Dr. habil. of Social Sciences, Mykolas Romeris University, Faculty of Social Sciences, Institute of Public Administration, Professor.)

  • Vainius Smalskys

    (Associate Professor, PhD, Department of Public Administration, Mykolas Romeris University, Valakupių g. 5, Vilnius, Lithuania.)

Abstract

A key goal of modern management of public organizations is to mobilize and use effectively all kinds of institutional and external environmental resources and opportunities in order to implement changes which would ensure reaching strategic state and regional goals and objectives as well as would help meet the legitimate expectations, needs and interests of society. Therefore, ensuring of the contextuality of changes management, as the necessary systemic-structural medium, which is conducive to the formation of the changes, requires the consolidation of complex public management. This means that modern management of change can not be separated and isolated from other activities of public administration and its systemic derivatives. Therefore, while generating the tracks of viable change management in the public sector, key objectives of functioning of public institutions remain the formation of change management ideology and practical change management techniques with the target of performance optimization in public services and the creation of public value. To master change management methodological instrumentation and to understand the items of new public governance and the most important context of implementation of the changes, an unsurpassed preparation of public governance structures, their leadership, managerial personnel are required.

Suggested Citation

  • Aleksandras Patapas & Alvydas Raipa & Vainius Smalskys, 2014. "New Public Governance: The Tracks of Changes," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 4(5), pages 25-32, May.
    • Handle: RePEc:mir:mirbus:v:4:y:2014:i:5:p:25-32
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    References listed on IDEAS

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    1. François Maon & Valérie Swaen & Adam Lindgreen, 2009. "Mainsteaming Corporate Social Responsibility: A Triadic Challenge from a General Management Perspective," Springer Books, in: Samuel O. Idowu & Walter Leal Filho (ed.), Professionals' Perspectives of Corporate Social Responsibility, chapter 0, pages 71-96, Springer.
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    Cited by:

    1. Charbel EL AMMAR & Wissam EL HAJJ & Abdo KATAYA, 2021. "Beirut Explosion And Cedre Implementation: The Last Opportunity For Effective Corporate And Public Governance," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 11(3), pages 43-63, September.
    2. Najeh Said & Heyame Zainab, 2023. "The introduction of private accounting in the Moroccan public sector: a reflection of New Public Management [L'introduction de la comptabilité privée dans le secteur public dans le secteur public m," Post-Print hal-04281356, HAL.

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    1. Aleksandras Patapas & Alvydas Raipa & Vainius Smalskys, 2014. "New Public Governance: The Tracks of Changes," International Journal of Business and Social Research, LAR Center Press, vol. 4(5), pages 25-32, May.

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