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1

McPherson, Gayle, Laura Misener, David McGillivray, and David Legg. "Creating Public Value Through Parasport Events." Event Management 21, no. 2 (2017): 185–99. http://dx.doi.org/10.3727/152599517x14878772869649.

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Irfan, Asmara, and Abdul Sami. "Creating Public Value Through Reputation Management." Journal of Independent Studies and Research-Management, Social Sciences and Economics 19, no. 2 (2021): 136–53. http://dx.doi.org/10.31384/jisrmsse/2021.19.2.8.

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The central idea of this research is to find out how reputation management creates public value. The value system of an institution is very much important for its reputation. Reputation is associated with an institution’s ability to assure its employee’s requirements. An institution’s reputation explains its members’ opinion about its institution’s proficiency to create values comparative to its opponents. Universities do not give attention to managing their reputation in the long run. Public value can be considered a new thought for public sector organisations to manage their reputation. The public value of universities includes those ethics of an organisation that offer quality services to its students. To remain in the competition, universities have to handle their reputation by fulfilling their students’ demands. Reputation management is much argued in the business sector, and public value is discussed in different public organisations. Few researchers have discussed the relationship between reputation management and public value in the education sector. This study uses proportional random sampling. The sample for this study includes five public universities in Pakistan. To evaluate the collected data Partial Least Squares Structural Equation Modeling was used. The findings of this study confirm that there is a positive relationship between university reputation and public value.
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Benington, John. "Creating the Public In Order To Create Public Value?" International Journal of Public Administration 32, no. 3-4 (2009): 232–49. http://dx.doi.org/10.1080/01900690902749578.

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4

Lee-Geiller, Seulki, and Taejun (David) Lee. "Co-Creating Public Value in E-Government." International Journal of Electronic Government Research 15, no. 4 (2019): 19–36. http://dx.doi.org/10.4018/ijegr.2019100102.

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Prior e-government development models have tended to consider e-government development per se as a goal, rather than as a means to an end. Considering the public value creation as a goal of public organizations, recent studies have assessed government websites from public value perspectives, but they have focused on the internal production of universal public value and overlooked contextualized public value co-creation. This study examines the ways in which e-government development models may be extended to contextualized public value co-creation, using a mixed-methods approaches. This study provides evidence for the extension to a contextualization stage that complements the goal-oriented vision.
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Reid-Smith, Edward. "Museums and public value: creating sustainable futures." Australian Library Journal 63, no. 4 (2014): 334–35. http://dx.doi.org/10.1080/00049670.2014.957801.

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Robbins, Nina. "Museums and public value – creating sustainable futures." International Journal of Cultural Policy 20, no. 5 (2013): 638–40. http://dx.doi.org/10.1080/10286632.2013.870164.

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Davis, Joy. "Museums and public value: creating sustainable futures." Museum Management and Curatorship 28, no. 5 (2013): 527–29. http://dx.doi.org/10.1080/09647775.2013.850825.

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Geuijen, Karin, Mark Moore, Andrea Cederquist, Rolf Ronning, and Mark van Twist. "Creating public value in global wicked problems." Public Management Review 19, no. 5 (2016): 621–39. http://dx.doi.org/10.1080/14719037.2016.1192163.

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9

Kühnle, Boris A., and Martin Gläser. "Public Value messen." MedienWirtschaft 9, no. 1 (2012): 52–57. http://dx.doi.org/10.15358/1613-0669-2012-1-52.

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Public Value ist ein mittlerweile arrivierter Begriff in der Medienwirtschaft: Ursprünglich im Zusammenhang mit Managementkonzepten für den öffentlichen Sektor von Moore 1995 in seiner Publikation „Creating Public Value“ (vgl. Moore 1995) eingeführt, sozialisierte die BBC den Ausdruck für den Medienbereich mit „Building Public Value“ . Seitdem findet der Begriff auch in Deutschland stetig Anwendung in Medienpraxis und Medientheorie – nicht zuletzt im Kontext der Diskussion um den sogenannten Drei-Stufen-Test (vgl. u. a. Knoll 2008, Dörr 2009, Doetz/Boudgoust 2009, Karmasin et al. 2011).
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10

Criado, J. Ignacio, and J. Ramon Gil-Garcia. "Creating public value through smart technologies and strategies." International Journal of Public Sector Management 32, no. 5 (2019): 438–50. http://dx.doi.org/10.1108/ijpsm-07-2019-0178.

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Purpose The purpose of this paper is to introduce the special issue about generation of public value through smart technologies and strategies. The key argument is that smart technologies have the potential to foster co-creation of public services and the generation of public value in management processes, based on the collaborative, social and horizontal nature of these smart technologies. Understanding these processes from a public management perspective is the purpose of this paper and the rest of the special issue. Design/methodology/approach The approach to this paper is a theoretical and conceptual review, whereas practical implications both for scholars and practitioners arise from the review of the literature and the conceptual approximation to the notion of smartness in technologies and government. This approach is rooted in the potential of the latest smart technologies and strategies to transform public administrations and to better understand and cope societal problems. Findings The conceptual and theoretical perspective of this paper offers ideas for future developments. The content of this paper shows that new smart technologies and strategies will shape, and will be shaped by, the future of public organizations and management. This paper illustrates the process of change in public value generation over time, as a result of different public management paradigms (from traditional public administration to new public management), but also different types of technologies (from mainframes to websites and social media and beyond). The empirical evidence of the articles of this special issue supports this conclusion; that open and collaborative innovation processes developed under this emergent technological wave could become encouraging transformative practices in the public sector. Research limitations/implications The theoretical and conceptual nature of this paper needs further empirical research to validate some of the discussed assumptions and ideas. Originality/value Although this paper is oriented to present the main contents of the special issue, it also provides an original approach to the theme of public value generation using smart technologies and strategies in public sector management.
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Vigar, Geoff, Paul Cowie, and Patsy Healey. "Innovation in planning: creating and securing public value." European Planning Studies 28, no. 3 (2019): 521–40. http://dx.doi.org/10.1080/09654313.2019.1639400.

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Chopra, Dr Sandeep, Dr Ramini Shankumar, Dr Parul Marwaha, Ms Kelsey Ingram, and Prof Rodrigo Mariño. "Creating Value for Dental Visits in Public Health." International Dental Journal 73 (September 2023): S6. http://dx.doi.org/10.1016/j.identj.2023.07.191.

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13

Mintrom, Michael, and Joannah Luetjens. "Creating Public Value: Tightening Connections Between Policy Design and Public Management." Policy Studies Journal 45, no. 1 (2015): 170–90. http://dx.doi.org/10.1111/psj.12116.

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Soleimani, Nejad Adel, Fariborz Doroudi, and Mohammad Ali Sedghi. "Investigating the Rrelationship between Value Management and Creating Value in the Public Libraries." National Studies on Librarianship and Information Organization 32, no. 4 (2021): 95–106. https://doi.org/10.30484/NASTINFO.2021.2909.2056.

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Purpose: Value management is a structured approach to defining what value means to the organization and it is a team-based approach. This concept is a combination of planning tools and methods to find the optimum balance of project benefits in relation to project costs and is concerned with the creation of sustainable value. The purpose of this research was to investigate the relationship between value management and creating value in the management of public libraries in the province of Kerman, Iran. Method: The research method is survey-descriptive and correlational. The statistical population consists of all managers and staff of public libraries in Kerman. Due to the small number of participants, the Method of Estimating Total Population was used. To collect data, a 12 item questionnaire of value management and a questionnaire of another 12 questions of library management were used. The main components of the value management questionnaire included: quality and customer orientation; specialization, autonomy of action; management skills and facilitators; and professional structure .  Findings: The specialization components among the employees with mean = 3.6 and median= 4; quality and customer orientation with mean = 3.2 and median = 3.5 were higher than the average and the components of management skills and facilitators with Average 2.6 and Median 2.7; Professional structure with mean= 2.2 and median= 3.2 were below average. The components of specialization, autonomy of practice and management skills and facilitators have a significant predictive effect on library management. Also, according to the index of correlation coefficient, among the components of value management, the component of specialization, the autonomy of action, has the most relationship with value management. In general, findings show that the components of value management, except for the component of professional structure, have a significant relationship with the management of public libraries in Kerman. Conclusion: Creating value with the current conditions of the public libraries of  the province Kerman is far from expected. The component of specialization and autonomy of action has been more focused. By applying value management components in the management structure of public libraries and other libraries, value creation and value added can be created through library services Professional. The results showed that the use of value management components can improve the work process in these libraries. It also attracts better users; Identifies the information needs of library members and makes information resources accessible. It was found that there is a close relationship between strengthening organizational culture and value management. Holding training skills courses is closely related to creating organizational culture and strengthening values. User communication skills increase the value of information services. Technical capabilities, familiarity with information technologies, computing, better understanding of library devices and equipment help preserve library values. .Increasing the quality of information services, providing customer orientation, paying attention to specialization, accurate grouping of specialization and independence of action, strengthening management skills and focusing on professionalism according to the components of value management are among the research suggestions. 
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15

Brown, Prudence R. "Public Value Measurement vs. Public Value Creating Imagination – the Constraining Influence of Old and New Public Management Paradigms." International Journal of Public Administration 44, no. 10 (2021): 808–17. http://dx.doi.org/10.1080/01900692.2021.1903498.

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16

Kincaid, John. "Creating Public Value: Strategic Management in Government.Mark H. Moore." Journal of Politics 59, no. 1 (1997): 257–58. http://dx.doi.org/10.2307/2998228.

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17

Rofi, Aliyyu, Fadillah Putra, and I. Gede Sentanu. "Creating Innovation of Public Value Through Management Information Systems." Jurnal Bina Praja 13, no. 3 (2021): 513–28. http://dx.doi.org/10.21787/jbp.13.2021.513-528.

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Abstract: The use of information technology cannot be escaped from everyday life in society. In the context of improving the public sector, the government is required to improve performance, responsibility, and public trust and focus more on providing better services by revitalizing public administration by increasing transparency and prioritizing service quality. The Bureau of Personnel uses the “SIMPEG” application in the form of digitizing the public sector which is considered an extraordinary opportunity to create public value. This research is focused on the approach of the SIMPEG pre and post-mobile SSO. The method adopted by this study was mixed methods. The implementation of SIMPEG mobile SSO at the Ministry of Home Affairs has fulfilled the three aspects of the public values ​​stated by Moore, namely legitimacy and support, operational capabilities, and public value. However, based on the findings within the field, some things are still not appropriate. For example, there is still the use of paper-based administration, so that the mobile SSO service has not been optimized. Based on the dimensions of system quality, information quality, and service quality, SIMPEG based on web-based are categorized as quite sustainable, whereas after using SIMPEG mobile SSO application was classified as very sustainable. When viewed from the results of stress and RSQ values, it can be said that the results of the MDS in this study describe a good model and can represent the problems being discussed and conclude that only SIMPEG mobile SSO application is recommended for sustainability.
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18

Davidson, Arthur J. "Creating Value: Unifying Silos into Public Health Business Intelligence." eGEMs (Generating Evidence & Methods to improve patient outcomes) 2, no. 4 (2014): 8. http://dx.doi.org/10.13063/2327-9214.1172.

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19

Ersoy, Metin, and Leon Monroe Miller. "Peace Journalism Strategy for Creating a Public Value Sphere." International Peacekeeping 27, no. 3 (2020): 395–416. http://dx.doi.org/10.1080/13533312.2020.1740058.

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20

Moore, Mark Harrison. "Public Value Creation: The Essence of Strategic Management in Public Administration." ESG Law Review 5 (July 4, 2022): e01595. http://dx.doi.org/10.37497/esg.v5issue.1596.

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This insight highlights the concept of creating public value by public managers through the assets entrusted to them by the public, including public money, authority to regulate private actors, and the pre-existing public spirit. To achieve this, public managers need to have entrepreneurial skills and a restless, value-seeking imagination to identify and exploit opportunities for public welfare. However, this management style requires a full understanding and adherence to democratic legitimation and public accountability processes. Finally, I emphasizes the importance of public managers focusing on creating public value, as it provides a framework for effective public service delivery and the advancement of the common good.
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Khajeheian, Datis, and Reza Tadayoni. "User innovation in public service broadcasts: creating public value by media entrepreneurship." International Journal of Technology Transfer and Commercialisation 14, no. 2 (2016): 117. http://dx.doi.org/10.1504/ijttc.2016.081635.

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22

Pushkareva, Galina. "VALUE MEASURING PUBLIC POLICE." Political Science (RU), no. 3 (2022): 15–35. http://dx.doi.org/10.31249/poln/2022.03.01.

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The paper discusses the formation of the theory of public values, determines its capabilities and limitations in creating a valid tool for the value measurement of decisions made in the public space. The request for such an instrument was formed both by civil society structures, fearful of the substitution of the real interests of citizens by the interests of the elite strata, and by state bodies seeking to estimate the reaction of society to managerial initiatives. The theory of public values arises on a controversial methodological foundation, which is primarily reflected in the ambiguous interpretation of the very concept of «public value». Firstly, as a special type of value of public goods produced in the public space. Secondly, as consensus judgments about the desired ways of organizing public life, thirdly, as the relationship of people to external social objects, which develops in the course of satisfying their basic needs. The pluralism of scientific interpretation creates difficulties in creating a universal way of value measurement of public policy, since each theoretical model involves its own ways of operationalizing the basic concepts and a contradictory set of indicators. Two methods of measuring the public value of decisions are considered: «public value mapping» (PVM) and «public value scorecard» (PVSC). The differences between these methods are due to the initial methodological principles that determine the subject orientation of the research procedures used. In the first case, we are talking about establishing the degree of compliance of decisions made with consensus public values, in the second case, about identifying the subjective attitude of citizens to specific public decisions. It is noted that in the scientific community an active search for criteria for assessing the public value of government decisions is accompanied by restrained optimism. It is recognized that it is easier for specialists to determine the public value of a particular solution but attempts to create a universal toolkit are more than modest.
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Kalambokidis, Laura. "Creating Public Value with Tax and Spending Policies: The View from Public Economics." Public Administration Review 74, no. 4 (2014): 519–26. http://dx.doi.org/10.1111/puar.12162.

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Klievink, Bram, Haiko van der Voort, and Wijnand Veeneman. "Creating value through data collaboratives." Information Polity 23, no. 4 (2018): 379–97. http://dx.doi.org/10.3233/ip-180070.

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Kim, Myeonghwan. "Some Questions in and Challenges to Moore’s Creating Public Value." korean policy sciences review 25, no. 1 (2021): 63–86. http://dx.doi.org/10.31553/kpsr.2021.3.25.1.63.

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Miller, Leon Monroe. "Social Networking Strategy for Creating Public Value in Eastern India." Journal of Ethnic and Cultural Studies 5, no. 1 (2018): 85–93. http://dx.doi.org/10.29333/ejecs/97.

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Throughout Indian society — government authorities, the commercial sector, and the overall public — there is interest in the role that social networking plays in integrating cultural normative values, market exchange, and public administration to create beneficial outcomes for larger segments of society. Reports from contexts where social networking is applied indicate that it integrates the interests of stakeholders in a way that creates satisfactory outcomes for all those connected to the network. However, in spite of its success there is no theoretical framework for applying the social networking strategy in Eastern India to improve social-economic conditions. This article analyzes the role that social networking plays in integrating material values with higher order social values in order to improve market-stakeholders and government authorities-overall public relationships. The article uses cultural values as the basis for developing a theoretical model that can be effectively applied in Eastern India. In addition, the article provides an explanation of the concepts and principles underlying the social networking approach to increasing public value. Thus, the article contributes to the literature describing how to enhance a municipality’s standing as a "smart city," increase transparency, reduce corruption, and how it contributes to sustainable social-economic planning in Eastern India.
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Picazo-Vela, Sergio, Dolores E. Luna, J. Ramon Gil-Garcia, and Luis Felipe Luna-Reyes. "Creating Public Value Through Inter-Organizational Collaboration and Information Technologies." International Journal of Electronic Government Research 18, no. 1 (2022): 1–18. http://dx.doi.org/10.4018/ijegr.288069.

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Creating public value is becoming increasingly important for digital government projects. This article proposes and tests a research model to improve our understanding of how value is created. Using a survey and structural equation modeling, this research explores the interactions among institutions, collaboration, and value creation. Although exploratory in nature, the results suggest that regulatory frameworks have an impact on facilitating the development of effective organizations, increasing collaboration, and improved information technologies. Additionally, inter-organizational collaboration and technology enactments have an impact on the creation of value, but enacted technology appears to be unrelated to collaboration. The results from these models allowed us to find two additional issues: first, that there is a negative effect of institutional arrangements on service quality, and second, that the positive impact of enacted technologies on public value found in the original model remained for productivity, transparency, and quality, but not for costs and effectiveness.
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Zhang, Jing, Gabriel Puron-Cid, and J. Ramon Gil-Garcia. "Creating public value through Open Government: Perspectives, experiences and applications." Information Polity 20, no. 2,3 (2015): 97–101. http://dx.doi.org/10.3233/ip-150364.

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Yunanto, Yogi, Fendy Suhariadi, Praptini Yulianti, Wiwiek Andajani, and Subagyo. "Creating social entrepreneurship value for economic development." Problems and Perspectives in Management 19, no. 4 (2021): 124–37. http://dx.doi.org/10.21511/ppm.19(4).2021.11.

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This study studies social entrepreneurial competencies, social values, and transformational leadership. They are a requirement during the COVID-19 pandemic. It arises to find out the effect of social entrepreneurship on social values and the influence of transformational leadership in memorizing the influence of social entrepreneurship on social values with a total of 200 respondents as social entrepreneurship leaders who have been announced in Indonesia. This study uses a quantitative method with a structural equation model (SEM) analysis tool in AMOS software. SEM analysis in this study uses the moderating SEM method with a mixed-methods approach. Data analysis has been carried out through data processing. The values obtained mean that higher social entrepreneurship will increase social value by 9.4%; if transformational leadership increases, a significance value of 0.85 is obtained. This value is greater than 0.05. It is proved that the role of social entrepreneurship fosters innovative abilities, proactive development, and the courage to take risks for the people in Indonesia and the impact of social values fosters social recognition, responsibility, and contribution to the economy with attitudes with potential transformational leadership behaviors as well as inspirational motivation, intellectual stimulation, and consideration of the community. AcknowledgmentsThe author appreciates the contribution of all co-authors in preparing the data set.
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Moore, Mark H. "Creating Public Value: The Core Idea of Strategic Management in Government." Journal of Sustainable Institutional Management 12 (July 9, 2025): e0179. https://doi.org/10.37497/jsim.v12.id179.2025.

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This insight highlights the concept of creating public value by public managers through the use of assets entrusted to them by society, including public funds, regulatory authority over private actors, and the pre-existing public spirit. To achieve this, public managers must possess entrepreneurial skills and a restless, value-driven imagination to identify and pursue opportunities that enhance public welfare. However, this management approach also demands a comprehensive understanding of, and adherence to, democratic legitimation and public accountability processes. Ultimately, the text underscores the importance of focusing on public value creation as a guiding framework for effective public service delivery and the advancement of the common good.
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Hajar, Siti, and Nur Ambia Arma. "Co-creating public value into digital-based public service innovation in the village governance." Otoritas : Jurnal Ilmu Pemerintahan 14, no. 3 (2024): 516–38. https://doi.org/10.26618/ojip.v14i3.15891.

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Digital technology is a solution in improving public services and governance, such as in administrative services with open access information. In organizing public services, the Hamparan Perak village government uses web-based applications, which aim to prevent corruption, increase transparency and reduce administrative costs in governance. This research uses a survey method, and is processed through smart PLS software. The results of this study indicate that digital-based public service innovation has a t value of 138.059 and a p value of 0.000. In addition, the results show that digital-based public service innovation has a significant positive effect on public value creation, which is 1.96. Thus, by implementing an electronic system in governance, Hamparan Perak Village can co-create public value by fulfilling the strategic trangle and relating to the main components that can differentiate services provided by public and private organizations. The form of innovation in optimizing digital-based public services in Hamparan Perak Village is the application of web applications. This will strengthen the co-creation of public value derived from the level of community satisfaction through community trust and support for the implementation of web-based governance in Hamparan Perak Village.
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Moore, Mark Harrrison. "Creating Public Value: The Core Idea of Strategic Management in Government." International Journal of Professional Business Review 6, no. 1 (2021): 219. http://dx.doi.org/10.26668/businessreview/2021.v6i1.219.

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INSIGHTThe core idea is a simple one: public managers should be focused on “creating public value” from the assets entrusted to them by the public. Those assets include public money, raised through the power of taxation, to provide for the public welfare. But they also often include the authority of the state to regulate the conduct of private actors either to prevent them from doing harm to the public welfare, or to require them to make contributions to the overall public good. It may also include their ability to kindle or take advantage of some pre-existing “public spirit”: -- the desires of citizens to contribute to important public purposes, or at least to do their duty or contribute their fair share to common efforts. To create public value, we need public managers with “restless, value-seeking imaginations” looking for opportunities to do so, figuring out how those opportunities might be exploited, and then doing so. This is an entrepreneurial style of management that is possible in the public sector only if one fully understands and acts in accord with the important processes of democratic legitimation and public accountability.To both guide and discipline value creating management in government, a simple strategic concept is taught and applied: the strategic triangle. The strategic triangle is supposed to do for public sector executives what the various strategy models developed in the private sector do for private sector executives: namely, help them position the enterprises that they lead in environments that are both highly dynamic (they change often), and very heterogeneous (they consist of many different expectations, and many unique and different operational challenges). The main purposes of the strategic triangle are to help executives both diagnose their environments to spot the opportunities for creating value (either by avoiding a harm or advancing a good), and to design and test in their minds particular actions they can imagine taking that would exploit the opportunity. In this sense, it is an opportunity spotting and planning tool. It can also be converted into a tool for monitoring progress as one goes along, and adapting as circumstances change. The core idea behind the strategic triangle is that to find and exploit value creating opportunities in the public sector, public managers have to find a fit among three different considerations that form the points of the triangle: First, they have to develop a test a more or less specific conception of the public value to be pursued through their individual efforts (usually launched from a particular position in government). This is an abstract philosophical idea of the good or the just brought into a particular concrete situation and turned into a specific idea of what it would mean for conditions in the particular part of the world for which one is responsible to be “improved.” What is it, exactly, that constitutes “progress” or “improvement” or “greater efficiency and effectiveness” or “increased value”? What is the point of the managerial effort one is about to make? What is the public value proposition that animates action? How could one tell whether one was making progress or not?Second, there has to be a concrete base of social legitimacy, public support, and public financing to produce the desired result. This is practically important: for without public support for a given purpose -- without a sustained flow of authority and money to a public agency for a particular purpose -- the enterprise cannot even survive, let alone achieve its desired result. It is also normatively or ethically important: without public support for a given purpose, a public manager cannot be sure that they are pursuing the right goals. Public legitimacy and support for a given cause is as important to public managers as capital financing and consumer purchases are to private sector firms. Without them, the public enterprise can neither practically succeed, nor be confident that it is doing something that is, in fact, publicly valuable.Third, the manager has to have, or be able to develop, the operational capacity required to deliver the desired results. Without the practical means of delivering on the promises made to create public value, the exercise of pursuing it will be futile and wasteful. Importantly, the operational capacity could already exist – in which case, the risks and costs may be low. But in many cases, the investment costs and the risks become greater because there has to be innovation, experimentation and development as well as routine operations. It is also true that the operational capacity to achieve the desired results can lie wholly within a single agency that one happens to lead. But it is far more likely that the operational capacity one needs to rely on lies outside the boundaries of one’s own organization. To the extent that is true, the effective development of the operational capacity one needs requires one to operate across the boundaries of organizations, and often even levels of government, and across the private-public boundary.
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Bryson, John M., Bill Barberg, Barbara C. Crosby, and Michael Quinn Patton. "Leading Social Transformations: Creating Public Value and Advancing the Common Good." Journal of Change Management 21, no. 2 (2021): 180–202. http://dx.doi.org/10.1080/14697017.2021.1917492.

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Fotino, Federica, Mario Calabrese, and Mattia Lettieri. "Co-creating value in urban public policy contexts: A different approach." Land Use Policy 79 (December 2018): 20–29. http://dx.doi.org/10.1016/j.landusepol.2018.06.010.

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35

Spraul, Katharina, Julia Stephanie Thaler, and Bernd Helmig. "Co-creating sustainable value in public-private partnerships: an empirical assessment." Academy of Management Proceedings 2012, no. 1 (2012): 10441. http://dx.doi.org/10.5465/ambpp.2012.10441abstract.

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36

Luna, Dolores E., Sergio Picazo-Vela, Battulga Buyannemekh, and Luis F. Luna-Reyes. "Creating public value through digital service delivery from a citizen's perspective." Government Information Quarterly 41, no. 2 (2024): 101928. http://dx.doi.org/10.1016/j.giq.2024.101928.

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37

Skarli, Jim Broch. "Creating or Destructing Value in Use? Handling Cognitive Impairments in Co-Creation with Serious and Chronically Ill Users." Administrative Sciences 11, no. 1 (2021): 16. http://dx.doi.org/10.3390/admsci11010016.

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Theoretically based on public service logic (PSL), this article addresses how users’ cognitive impairments can affect co-creation processes and value outcomes in a public sector environment, and how the service providers can handle this issue. It directs attention to value creation in the context of vulnerable and unwilling service users and contributes to understanding how cognitive gaps between public health care services and users inhibit value co-creation. Based on qualitative interview data, findings substantiate that cognitive impairments reduce the users’ health literacy and therefore affect both their ability and willingness to participate in co-creation. The study recognizes that there is a built-in asymmetry between the involved actors and that failing to reduce this asymmetry through adequate facilitation by the service providers, can result in co-destruction of value in use. It is acknowledged that the users might not be cognitively able to determine whether they actually come better or worse off in the end. Therefore, it is suggested that the service provider might need to play a larger role in determining what is positive or negative value in use. Hence, this article adds to PSL by clearly emphasizing the key role played by public service organizations (PSOs) in facilitating the value creation process, which takes place during service delivery.
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Zerfass, Ansgar, and Christine Viertmann. "Creating business value through corporate communication." Journal of Communication Management 21, no. 1 (2017): 68–81. http://dx.doi.org/10.1108/jcom-07-2016-0059.

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Purpose The purpose of this paper is to report on a multi-step research project which explores concepts that explain communication value across different disciplines and builds a framework that identifies and systematizes communication goals linked to generic corporate goals. Design/methodology/approach Based on a literature review of work on value creation through communication, drawn from 815 publications in 36 international journals across several disciplines (public relations, marketing, management, etc.) and published from the year 2000 onward, the authors have developed a framework, named “Communication Value Circle.” The application of the framework was discussed with chief communication officers from global companies and was used during a communication alignment process in a global healthcare company. Findings Empirical surveys across several continents show that communication professionals use a multitude of rationales to explain the value of their work to top executives. These range from building reputation, brands and identity, to gaining thought leadership, boosting sales, motivating employees, preventing crises and listening to stakeholders. The researchers have identified four major value dimensions of communication (enabling operations, building intangibles, adjusting strategy, and ensuring flexibility). The framework encompasses 12 specific goals for communication that can be derived from corporate strategy. Research limitations/implications The framework stimulates the debate on the diverse concepts of communication value, performance and measurement, and the need to integrate those approaches into theory and practice. Additional qualitative studies to verify the framework are proposed. Practical implications The communication value circle can be used as a management tool for planning, evaluating, and revising strategic directions for communication in any corporation. Originality/value Explaining the value of communication continues to be one of the most important challenges for professionals and scholars alike. This paper proposes a consistent explanation for the theory and practice of what constitutes corporate communication.
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Hasan, Mustafa Abdullah, and Shathees Baskaran. "Exploration and Integration of Institutional Isomorphism Factors and Role of Social Media to Creating Public Value." Business Management and Strategy 13, no. 1 (2022): 181. http://dx.doi.org/10.5296/bms.v13i1.19686.

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Creating public value has attracted much attention from the government sector due to worldwide rising well-being. While creating public value has become more relevant for public managers and policymakers, it has not been adopted in developing countries instead of developed countries. Therefore, the policymakers represent the government, and public managers must demonstrate a commitment toward individuals to ensure their public value aligns with the new public administration movement. Despite the absence of a strategic plan for creating public value, individuals increasingly call for improved well-being by increasing pressure on institutions or using social media to achieve these demands, especially in countries with a democratic system. Because of this, a newly coined theoretical framework to adopt public value creation (APVC) was developed based on the traditional model of public value creation by enhancing a new institutional theory in line with the role of social media. It is based on research that shows how public value theory, new institutional theory, and social media's mediating effects create public value. It also extends the current literature on public management and strategic management. The paper provides new insights into public administration for public value creation in developing countries.
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Hui, Glenn, and Mark Richard Hayllar. "Creating Public Value in E-Government: A Public-Private-Citizen Collaboration Framework in Web 2.0." Australian Journal of Public Administration 69 (March 2010): S120—S131. http://dx.doi.org/10.1111/j.1467-8500.2009.00662.x.

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41

Alford, John, and Sophie Yates. "Mapping public value processes." International Journal of Public Sector Management 27, no. 4 (2014): 334–52. http://dx.doi.org/10.1108/ijpsm-04-2013-0054.

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Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.
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Alhanatleh, Hasan, Amineh Khaddam, and Fayrouz Abousweilem. "Mobile government public value model for assessing the public institution’s services: Evidence through the context of Jordan." International Journal of Data and Network Science 6, no. 4 (2022): 1295–308. http://dx.doi.org/10.5267/j.ijdns.2022.6.005.

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Having a citizen's opinion is considered the most important method to evaluate a public institution's performance. As a contemporary theory regarding public institutions and private organizations, public value theory provides an alternative approach to evaluating organizations' performance. The current research has provided a new insight to assess the Mobile-government applications (m-gov app) by proposing a new model entitled ‘Mobile Government Public Value (MGPV)’ to measure the performance of m-gov apps in developing country settings, specifically Jordan. Depending on several theories engaged with information technology, many determinants have been selected to draw the line for evaluating MGPV in Jordan. Measuring the level of m-gov apps’ usage was estimated depending on its perceived need, awareness, perceived security, social influence and self-efficacy to gauge the weather of creating or increasing the public value of the m-gov app from a citizen's perspective. In the current research, Structural Equation Model (SEM) was selected to obtain the research objectives. The results have indicated that the m- gov apps perceived need, m- gov apps' awareness, m- gov apps perceived security, and m- gov apps social factors played an essential role in creating public value of m- gov apps through the mediation role of m- gov apps use factor. While m-gov apps' self-efficacy factor did not provide a positive effect on creating the public value of m-government apps.
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Smith, Dane, Mark Kramer, Nikhil Bumb, and Bobbi Silten. "Creating Shared Value to Advance Health Equity." American Journal of Health Promotion 36, no. 6 (2022): 1047–50. http://dx.doi.org/10.1177/08901171221092576b.

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44

Kivleniece, Ilze, and Bertrand V. Quelin. "Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective." Academy of Management Review 37, no. 2 (2012): 272–99. http://dx.doi.org/10.5465/amr.2011.0004.

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45

Martin, Bruce A. "Creating value with proactive environmental strategies." Environmental Quality Management 15, no. 2 (2005): 21–25. http://dx.doi.org/10.1002/tqem.20077.

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Karttunen, Elina, Aki Jääskeläinen, Iryna Malacina, Katrina Lintukangas, Anni-Kaisa Kähkönen, and Frederik G. S. Vos. "Dynamic capabilities view on value creation in public procurement." Journal of Public Procurement 24, no. 1 (2024): 114–41. http://dx.doi.org/10.1108/jopp-05-2023-0035.

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Purpose This study aims to build on the dynamic capability view by examining dynamic capabilities associated with public value in public procurement. Design/methodology/approach A qualitative case study approach is used in this study. The interview and secondary data consist of eight cases of value-creating procurement from four public organizations. Findings The findings connect dynamic capabilities and public value in terms of innovation generation and promotion, well-functioning supplier markets, public procurement process effectiveness, environmental and social sustainability and quality and availability of products or services. Social implications Dynamic capabilities in public procurement are necessary to improve public procurement. Originality/value This study extends understanding of how sensing, seizing and transforming capabilities contribute to public value creation in both innovative and less innovative (i.e. ordinary) procurement scenarios.
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Pramono, Rudy, Adi Abdurahman, and Juliana Juliana. "MARKETING MIX STRATEGY FORMULATION AND CREATING VALUE CO-CREATION IN SCHOOL EDUCATION." Indonesian Marketing Journal 1, no. 1 (2022): 51. http://dx.doi.org/10.19166/imj.v1i1.5105.

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<p>This study aims to describe internal and external factors with the 7P marketing mix concept at SMA Bogor Raya, define the gap between input and output from internal and external factors in the marketing strategy of SMA Bogor Raya, evaluate the 7P services marketing mix concept applied by the marketing unit of SMA Bogor Raya. This approach to study requires extensive relevant searches, business management, and educational databases on value-based marketing and co-creation. This study uses a qualitative research approach. The type of research used in this research is a case study. Subjects in this study were vital informants with a total of 7 informants. The research field of educational marketing, value, and co-creation is still at a relative pioneer stage. Much research is still to be carried out, both from problem identification and a strategic perspective. To increase public interest in school education services, a mixed market strategy can be applied by combining 7Ps consisting of product, price, place, promotion, people, process, and physical evidence. Although there is no master plan for implementing the marketing mix at SMA Bogor Raya, the strategy has been implemented.</p><p><strong>BAHASA INDONESIA ABSTRACT</strong></p><p>Penelitian ini bertujuan untuk mendeskripsikan faktor internal dan eksternal dengan konsep bauran pemasaran 7P di SMA Bogor Raya, menentukan gap antara input dan output dari faktor internal dan eksternal dalam strategi pemasaran SMA Bogor Raya, mengevaluasi konsep bauran pemasaran jasa 7P yang diterapkan oleh unit pemasaran SMA Bogor Raya. Pendekatan studi ini membutuhkan pencarian relevan yang ekstensif, manajemen bisnis, dan basis data pendidikan tentang pemasaran dan kreasi bersama berbasis nilai. Penelitian ini menggunakan pendekatan penelitian kualitatif. Jenis penelitian yang digunakan dalam penelitian ini adalah studi kasus. Subjek dalam penelitian ini adalah informan vital dengan jumlah informan sebanyak 7 orang. Bidang penelitian pendidikan pemasaran, nilai, dan co-creation masih pada tahap perintis relatif. Banyak penelitian yang masih harus dilakukan, baik dari identifikasi masalah maupun perspektif strategis. Untuk meningkatkan minat masyarakat terhadap layanan pendidikan sekolah, strategi pasar campuran dapat diterapkan dengan menggabungkan 7P yang terdiri dari produk, harga, tempat, promosi, orang, proses, dan bukti fisik. Meski belum ada masterplan penerapan bauran pemasaran di SMA Bogor Raya, namun strategi sudah diterapkan.</p>
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Zyga, Jacek. "Evaluation of the land property value for public roads investment with respect to recompense calculation." Budownictwo i Architektura 3, no. 2 (2008): 005–14. http://dx.doi.org/10.35784/bud-arch.2319.

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The present article is posing the attempt at creating the market value of the land property in the new road investment preparation process. The analysis of mechanisms creating the land property value in so called “income approach” is discussed as well as legal premises of this method.
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Et. al., Yap Voon Choong,. "Economic Value Added (EVA) And Market Value Added (MVA) Towards Value Creation." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 10 (2021): 6046–50. http://dx.doi.org/10.17762/turcomat.v12i10.5429.

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The well-known value-based performance measures are Economic Value Added (EVA) and Market Value Added (MVA). EVA and MVA can help managers and shareholders to measure company’s performance in order to create wealth. The main objective of this study is to examine the relationship between EVA and MVA in creating shareholders ‘value. This study has analyzed the performance of 476 public listed companies in Bursa Malaysia. The companies represent 8 sectors and covers data for 10 years period (2007-2016). The findings seem to show a significant relationship between EVA and MVA for Malaysian firms. However, Malaysian firms indeed need some reliable measures that could evaluate their performance thoughtfully and assist investors to make right investment decisions and capital allocation.
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Bagde, Akshay, Ramona Blanes, and Salmi Mohd Isa. "A PUBLIC VALUE PERSPECTIVE ON DEVELOPING PUBLIC SECTOR PROJECTS: PENANG MASS TRANSPORT." International Journal of Law, Government and Communication 7, no. 29 (2022): 01–17. http://dx.doi.org/10.35631/ijlgc.729001.

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The effects on climate change and environment, sustainability in transportation should be the primary goal of every transportation systems. The city of Penang is failing to cope with the old transportation infrastructure due to the rapid economic growth and the boost of migration for work. The involvement of stakeholders in the deliverance of mass transport services is necessary to meet public needs. The findings from the case study reveal that Penang is in an acute need for a well-connected and robust sustainable transport system. The current structure of creating government policies is inadequate for the handling of the congestion along with policies it needs integration of the transport systems with rail systems. The authors propose that the adoption of a Public Value measurement framework can significantly improve the desired outcomes. The framework enables public managers to understand the needs of citizens and deliver a right balance of infrastructure development and amendments needed in policy that can help Penang achieve a value-based sustainable transportation system.
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