Managing Value Conflicts in Public Innovation: Ostrich,Chameleon, and Dolphin Strategies

ABSTRACT

This paper develops a theoretical understanding of the management of value conflicts in public innovation. Drawing from the literatures on public values and on public innovation, various strategic approaches to managing conflict are discussed, conceptualized, and applied to two cases. The paper identifies three basic approaches for dealing with value conflicts: avoidance (ostrich strategy), coping (chameleon strategy) and learning (dolphin strategy). This model is used to analyze two technological innovation processes in the Netherlands, showing its value for empirical research. The paper concludes that continued high-level deliberation can impede innovation processes while local experimenting may support learning about value conflicts.     

Public Value Review of China’s Public Policies on Human Organ Transplantation

Public value is a concept used to evaluate government acts and social affairs and is especially useful for evaluating ethical issues from a non-economical perspective. This article reviews the public values of China’s public policies related to human organ procurement and distribution, with the assistance of case and survey studies, and summarizes the value hierarchy or value tendency that the Chinese government wants to express through its policy design and practice. The purpose of this article is to understand national ethical policies and to determine what public values deserve to be prioritized in this field.     

Public Value Dimensions: Developing and Testing a Multi-Dimensional Classification

Further integration of the public value literature with other strands of literature within Public Administration necessitates a more specific classification of public values. This article applies a typology linked to organizational design principles, because this is useful for empirical public administration studies. Based on an existing typology of modes of governance, we develop a classification and test it empirically, using survey data from a study of the values of 501 public managers. We distinguish among seven value dimensions (the public at large, rule abidance, balancing interests, budget keeping, efficient supply, professionalism, and user focus), and we find systematic differences between organizations at different levels and with different tasks, indicating that the classification is fruitful. Our goal is to enable more precise analyses of value conflicts and improve the integration between the public value literature and other parts of the Public Administration discipline.     

Public Value as Rhetoric: A Budgeting Approach

The public value theory has been accused of serving as a “rhetorical device” for public managers to advance their interests and influence vis-à-vis politicians. This article uses Legislative Budget Offices (LBOs) as a lens to re-examine the theme of “public value as rhetoric”. It examines how an LBO can relegate itself to a lower public value-creating position that avoids conflict with politicians, which then allows politicians to employ rhetoric such as fiscal “sustainability” and “responsibility”, without making actual budget choices that incur political costs. The findings of the article suggest that the use of public value as rhetoric is a function of contradictory values held by citizens, which politicians and public managers must reconcile by choosing to divert either resources or rhetoric. Furthermore, rhetoric is bidirectional, and employable not just by public managers, but by politicians as well.     

Transparency and Public Value—Analyzing the Transparency Practices and Value Creation of Public Utilities

This article examines to what extent transparency is a condition for the creation of public value. Transparency is usually narrowly defined as a tool for external stakeholders to monitor the internal workings of an organization, but public value management positions transparency as a broader instrument for actively engaging stakeholders. We investigate empirically whether transparency is indeed necessary to create public value, distinguishing between transparency about operational capacity, authorizing environment, and value proposition. We find that more transparent public organizations achieved higher public value scores, especially if they disclosed information about the design and dynamics of their authorizing environment.     

Public Values in Public–Private Partnerships

Although public–private partnerships (PPPs) are often evaluated in terms of efficiency, their impact on public values is often neglected. In order to find out what we know about the public values–PPPs relation, this article reviews public administration literature and describes two opposite perspectives. The first perspective argues that public values are at stake whereas the second argues they are safeguarded or even reinforced. We argue that the assumptions of both perspectives are biased and incomparable due to the fact that each perspective holds a different ontological understanding of the concept of public values. Finally, we provide some ideas for further research.     

Public Value in Politics: A Legislative Budget Office Approach

We use Legislative Budget Offices (LBOs) as both a lens and a test of “public value in politics,” a facet of Moore’s original framework that remains its most contested. We identify two public value roles for LBOs: (1) as a normative-advisory institution, and (2) as a mechanistic-costing one. Through Moore’s Strategic Triangle, we contrast the higher public value contribution of the advisory role, as manifested in the United States, with the costings role as manifested in Canada. Our findings suggest that LBOs enhance both democracy and efficiency and thus show how “public value in politics” can be achieved.     

Political Failure by Agreement: Learning Liberalism and the Welfare State,by Gerhard Wegner

This article explores the validity of the view that collaboration contributes to public value. The analysis is conceptual and uses graphs to develop a formal statement of public value, collaboration, and government dynamics. The concept of the reason-able person is introduced. The ideal state, the ideal partnership, and conditions for collaboration to contribute to public value are derived. Benefit, support, and acceptability are shown to be necessary conditions for public value to be generated by collaboration. These conditions are shown to link to concepts of management, politics, and public administration.     

Public Value in Moral Market: A Case Study of Human Organ Transplantation System

Although public value may be a new paradigm beyond traditional and new public management, some important theoretical questions are still unanswered. These questions could be clarified by the comparison to economic value in free market. Most public values have been ignored and threatened in free market, but they could be partially measured by some methodology. The issue of public value is emerging at the background of market society and so the moral market should be clarified. A human organ transplantation system has been analyzed to show how the public value could be created in a moral market.     

Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation

Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.     

An Alternative Sociological Perspective on Economic Value: Price Formation as a Social Process

This paper identifies some deficiencies in the theory of value as found in traditional economics, specifically the fallacy of absolute value and its spurious resolution that treats prices as a priori parameters rather than as variables to be explained. One is a fallacy of omission, the other of commission, which together comprise the epistemological paradox of the modern neoclassical theory of value. This paper advances a different, sociological approach to economic value or market prices as a possible corrective to this paradox. Such an approach has origins in sociological economics or economic sociology, the main premise of which is that social influences in the economy affect the formation of value or price. This paper therefore explores the seldom examined social underpinnings of price formation and of market processes generally.     

Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention

ABSTRACT

This paper explores the mobilization of systems change through analysis of a place-based ‘systems leadership’ development intervention aimed to develop the capacity of cross-sector partnerships to tackle ‘wicked’ health and social care challenges. Particular attention is given to the role of independent ‘enablers’ in opening up ‘adaptive spaces’ where partners can navigate competing priorities and develop new ways of working. This paper contributes to existing literature by providing an overview of recent developments in the field of public leadership, applying these to the challenge of developing systems leadership capacity and considering implications for future research, development and practice.     

Emancipative values in Georgia: An individual level analysis

The main interest of the study is to determine whether and how an individual's perceived economic situation is related to emancipative values in Georgia. The analysis employs individual-level survey data from nationwide public opinion surveys conducted by the Caucasus Research Resource Centers (CRRC) in 2010 and 2011 in Georgia. Several dimensions of emancipative values are examined: gender equality, tolerance, participation, autonomy, interpersonal trust, satisfaction with life and religion. Level of education and age are brought in as alternative factors accounting for value change. The results are ambiguous and only partially confirm validity of the emancipative theory of democracy on an individual level in Georgia.     

Implementing Risk Management in the Italian Public Sector: Hybridization between Old and New Practices

Though Risk Management (RM) entered the public sector, the way RM is introduced within organizations is not empirically explored. Analyzing the Italian National Institute of Statistics (ISTAT) case study through the theoretical lens of institutional perspective, the paper responds to the call for more organizational studies of RM: nature and dynamics of RM are investigated, offering a valid contribution to the debate on practice of public management related to work practices and knowledge systems. The results show that RM is now embedded in ISTAT activities, processes, culture and individual behaviors, confirming the opportunity to improve both organizational performance and learning.     

The impact of national culture on organizational change: A danish case study

Contrary to the path-breaking work of Hofstede, it has been argued that management techniques can be exported between countries if fine-tuned to accommodate the host country's cultural values. This paper presents a case study of how a change program was developed to be compatible with the Danish value systems. Comparisons are made to what might have happened if the same change program had been conducted in two countries with quite different cultures: the U.S.A. and Republic of China (Taiwan).

Gert Hofstede⁽¹⁾ was one of the theoretical pioneers of international consulting. He collected data from 160,000 IBM employees representing 40 countries. Hofstede's analysis indicated that there are four values which can be used to categorize a country's culture:     

Elite Ethics: Comparing Public Values Prioritization Between Administrative Elites and Political Elites

In this article, we compare how administrative and political elites in The Netherlands, the European Union, and the United States perceive and prioritize four key public values—responsiveness, expertise, lawfulness, and transparency. Our data from 94 in-depth interviews show that political elites and administrative elites differ most in their perception and prioritization of expertise and transparency and less in responsiveness and lawfulness. Interestingly, these politico-administrative value differences largely hold across the institutional settings we study. Theorizing on our results, we formulate eight propositions for future studies. Our study contributes to public values research by using qualitative methodology and including politicians.     

INSTITUTIONAL AND POLITICAL LEADERSHIP DIMENSIONS OF CASCADING ECOLOGICAL CRISES

While some of the future impacts of global environmental change such as some aspects of climate change can be projected and prepared for in advance, other effects are likely to surface as surprises – that is situations in which the behaviour in a system, or across systems, differs qualitatively from expectations. Here we analyse a set of institutional and political leadership challenges posed by ‘cascading’ ecological crises: abrupt ecological changes that propagate into societal crises that move through systems and spatial scales. We illustrate their underlying social and ecological drivers, and a range of institutional and political leadership challenges, which have been insufficiently elaborated by either crisis management researchers or institutional scholars. We conclude that even though these sorts of crises have parallels to other contingencies, there are a number of major differences resulting from the combination of a lack of early warnings, abrupt ecological change, and the mismatch between decision‐making capabilities and the cross‐scale dynamics of social‐ecological change.     

Therefore,Is Bureaucracy Dead? Making a Case for Complementarity of Paradigms in Public Administrative Thinking and Discourse

Public Administration has gone through conceptual development to inject renaissance and public value creation. The literature provides a battleground of ideas between bureaucracy, new public management and post NPM with the latter ones chastising bureaucracy. The new developments should be seen as perfecting and correcting some of the extremes of bureaucracy but cannot replace it entirely. Owing to the broad nature of the public sector coupled with complex goals, agencies and mandates; this paper argues for a synergistic relationship and harmonization of the principles espoused by each paradigm; because each may be applicable in specific context, sector and periods.     

The Struggle to Be Seen: Social Movements and the Public Sphere in Brazil

This paper analyzes how community movement activity in three popular neighborhoods in Belém, Brazil, shaped the dynamics of contention in the public sphere. Popular social forces, elite actors, and the state mutually influence each other across three moments of public interaction: it clarifying popular discourse, it the struggle to be seen, and routine politics. The article reverses the usual picture in movement research, which emphasizes movements as organizational outcomes to be explained, and instead builds on a body of research that explores how movements can contribute to broader processes of political change.     

The communicative policy maker revisited: public administration in a twenty-first century cultural-choice framework

In recent years, public administration thinking shifts the focus from the internal public organisation behaviour towards cross-boundary operation that is, operation across governments and sectors. Public bureaucrats become agents in a multiple-interest political environment within which not only technical management issues are discussed, but also dynamic public values are shaped through a dialogical process. In a cultural choice framework, governments operate different service portfolios and the source of allocation problems occurs due to interdependencies between these functions and variation in public preferences. Beyond service production costs, there exist variable characteristics, such as citizen interest, market competition, and managerial structure and operating behaviour in the aggregate responsibilities governments take. Progressive public administrators need to respond to a threefold challenge: The global versus local challenge to define cultural variability; the leadership challenge to interact with citizens; and the cross-boundary challenge to develop a collaborative rather than a competitive future.