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[null,"1.","Record Nr.",null,"UNINA9910847091903321"]
[null,null,"Titolo",null,"Challenges to Public Value Creation : Authority, Process, and Complexity / / edited by Brian J. Cook"]
[null,null,"Pubbl/distr/stampa",null,"Cham : , : Springer Nature Switzerland : , : Imprint : Palgrave Macmillan, , 2024"]
[null,null,"ISBN",null,"9783031460302"]
[{"$nulls":4},"3031460308"]
[null,null,"Edizione",null,"[1st ed. 2024.]"]
[null,null,"Descrizione fisica",null,"1 online resource (316 pages)"]
[null,null,"Collana",null,"Public Sector Organizations, , 2946-2304"]
[null,null,"Disciplina",null,"336"]
[null,null,"Soggetti",null,"Political planning"]
[{"$nulls":4},"Public administration"]
[{"$nulls":4},"Public Policy"]
[{"$nulls":4},"Public Administration"]
[{"$nulls":4},"Public Sector Studies"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Intro -- Acknowledgments -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Chapter 1: Introduction -- Scholarship on Public Value: Ends and Means -- Content in Brief -- Part I: The Puzzle of Public Value, Public Authority, and Public Governance -- Part II: The Complexities of Authority and Process in Defining and Creating Public Value in Particular Contexts -- Part III: Rethinking and Reshaping Processes and Authorities to Create Public Value -- Conclusion -- References -- Part I: The Puzzle of Public Value, Public Authority, and Public Governance -- Chapter 2: The Challenge of Government: Public Value Is Unknowable -- Introduction -- The Problem Clarified -- Justification and Public Authority -- Publics and Their Values -- The Paradox of Government -- Conclusion -- References -- Chapter 3: Searching for Sufficient Legitimacy to Make Public Policy Choices -- Prebble's Critique and the Standard of Knowability -- Addressing the Fundamental Problem of \"Unknowability\": Procedural Values as Alternatives to Substantive Values -- The Strategic Triangle and its Emphasis on Legitimacy and Support -- The Procedural Sources of Legitimacy and Support for Public Policy -- The Law Made Me Do It -- The Law Allowed Me to Do It -- Don't Worry, I'm an Expert -- Don't You Remember, "]
[{"$nulls":4},"We Talked About This and You Agreed -- It Is the Morally Right Thing to Do -- Knowing \"With\": Building Epistemic and Moral Communities -- Respect for Individuals: The Basis of a Democratic Epistemic and Moral Community -- The Experience of Respect, Fairness, and Justice: Substantive Values Reflected in and Produced Through Allegiance to Procedural Values -- Equality, Equal Respect, and Just Relationships as Substantive Outcomes -- Equality, Equal Respect, and Just Relationships in Public Policy Decision-Making."]
[{"$nulls":4},"Democratic Processes as a Method for Building \"Voluntary\" Compliance -- Conclusion: Building Capacities for Public Leadership -- References -- Chapter 4: The Cloud of Unknowing: The Theory and Practice of Public Value in Times of Extremity -- Introduction -- The Global Crisis, Hegemony, and Transition -- Radical Incrementalism in Institutions at the Intermediate Meso-Level -- The Micro-Level of Cultivating and Practicing Public Value -- Different Kinds and Ways of Knowing -- Unknowability, Accountability, and Learning from Intelligent Failure? -- Combining Pessimism of the Intellect with Optimism of the Will? -- Conclusion -- References -- Chapter 5: Some Optimism About Public Governance -- How Can We Make Justifiable Decisions? -- Wicked Problems? -- Public Value and Democracy -- Conclusion -- References -- Chapter 6: Public Value Is Knowable, Public Value Creation Is Not -- Starting Points -- Public Value Is Knowable -- Public Value Creation Is Not Knowable -- Where Does This Lead Us? -- References -- Chapter 7: Public Value, Knowability, and Legitimacy: A Thought Experiment -- Introduction -- The Experiment -- Discussion -- Conclusion -- References -- Part II: The Complexities of Authority and Process in Defining and Creating Public Value in Particular Contexts -- Chapter 8: Creating Public Value Through Nonprofit Involvement in Service Delivery: The Case of Veterans Services -- Introduction -- Public Value Creation: \"Specific, Identifiable Content\" -- The Policy Context: Veterans Services -- Nonprofits and Public Value Creation -- Expanding System Capacity and Service Innovation -- Shaping Civic Identities, Civic Engagement, and Democratic Action -- Strengthening Social Capital and Community-Building -- Strengthening Performance and Accountability -- Conclusion -- References."]
[{"$nulls":4},"Chapter 9: Public Value Contestation in the Era of Fiscal Austerity and Crisis: Lessons from the State Takeover System in Michigan -- Defining and Classifying Public Value(s) -- Insights from Current Research on Public Value(s) Conflicts -- Research Design -- Data Collection and Analysis -- Fiscal Crisis and the Emergency Management System in Michigan -- Michigan Cities Under the Emergency Management -- Findings -- Network of Public Values in the State Receivership System -- Dominance of Fiscal Accountability -- Centralization and Democratic Governance -- Legality and Legal Authority in the Implementation of the State Receivership System -- Conclusion -- References -- Chapter 10: Leading and Recognising Public Value -- Introduction -- Theoretical Background and Literature Review -- Public Value -- Leadership -- Research Design and Methodology -- Findings -- Discussion -- Multiple Publics with Divergent Views of Public Value -- The Role of the Police in Convening Publics -- Exclusion from the Public Sphere -- The Discernment and Creation of Public Value -- Loss and Displacement of Public Value -- Leadership Constellations -- Leadership with Political Astuteness -- Conclusions -- References -- Chapter 11: Frontline Value Crafting: On the Micro-creation of Public Value at the Street Level -- Introduction -- Public Value Always Comprises Multiple Public Values at the Same Time -- Public Values Are Multi-"]
[{"$nulls":4},"dimensional Concepts, Invoking Conflicts -- Public Values Invoke Very Different Behaviors -- Two Alternatives to Public Value Analysis: Craftsmanship and Institutional Logics -- Investigating Craftsmanship Practices: Mapping Skills and Practices in Frontline Value Crafting -- Mapping Institutional Logics -- Conclusion -- References -- Chapter 12: Reception and Application of the Concept of Public Value in Latin America -- Introduction."]
[{"$nulls":4},"The Role of Context -- Reception and Application of Public Value Concepts in Latin America -- Some First Publications on Public Value by Latin American Researchers -- Publications Focusing on Public Management Issues -- Publications Focusing on Public Policy, Citizens' Participation, and Governance -- Publications Focusing on Ethics -- Summary and Conclusions -- References -- Part III: Rethinking and Reshaping Processes and Authorities to Create Public Value -- Chapter 13: Unknowability, Heuristics, and Ethical Imperatives of Public Value Creation -- Unknowability in Public Values and Heuristics Frames -- Public Value Frameworks as Heuristics -- Ethical Imperatives of Public Value Creation -- Incorporating Ethics into Public Value Heuristics -- Conclusion -- References -- Chapter 14: Invulnerability as Public Value: A Micro-level Approach for Public Value Creation, Implementation, and Evaluation -- Overview -- What Is Missing from the Public Value Equation? -- Social Equity Is Missing from the Public Value Equation -- A Thorough Planning Strategy Is Missing from the Public Value Equation -- Relevant Concepts for the Discussion -- Equity -- Intersectionality -- Vulnerability -- The Proposal: A Goal-Oriented Approach -- Goalsetting -- Designing a Vulnerability Scorecard -- On the Evaluation of Public Value Outcomes -- The Case of Economic Impact Payments -- First Round of EIPs -- Second and Third Rounds of EIPs -- Observations -- Discussion -- The Public Value Equation -- Challenges -- References -- Chapter 15: Developing Strategies for the Creation of Public Value: An Exercise in Futility? -- Public Value -- Strategic Planning -- So, What Now? -- The Public Manager When Public Value Is Unknowable -- Humility as a Necessary but Insufficient Stance for Administrators (and Researchers) -- More Exploring and Engineering, Less Entrepreneurship."]
[{"$nulls":4},"Better Understanding of Risks and Consequences -- Strategy Development When Public Value Is Unknowable -- Strategy Should Be a Dynamic Process Not a Fixed Plan -- Strategy Should Be Both Deliberate and Emergent -- Strategizing Should Be Far More Inclusive -- Moving Forward -- References -- Chapter 16: Conclusion -- The Dynamics of Government -- Authority -- Process -- Complexity -- Governance -- Closing Thoughts -- References -- Index."]
[null,null,null,"Sommario/riassunto","\"This powerful collection shows that 'public value' has come of age. Launched in the 1990s mainly as an inspirational heuristic for public managers, it has matured well. It has philosophical debate about the nature and purpose of government and public service. It has informed an ever expanding array of empirical studies across sectors and levels of government. Its reach has extended far beyond the Anglosphere from which it has emerged. And it provides a prism for strategic thinking about how governments are to deal with the grittiness of the contexts and challenge they currently face. This must-read volume sits at the cutting edge of these important developments.\" —Paul 't Hart, Professor of Public Administration, Utrecht University, The Netherlands \"Challenges to Public Value Creation is a wonderful addition to the growing literature on public value creation. The authors engage deeply with the many challenges – especially those related to authority, process, and complexity – in trying to produce what the public values "]
[{"$nulls":4},"and is also good for the public in democratic societies. Academics and reflective practitioners will find great value in this book!\" —John M. Bryson, McKnight Presidential Professor Emeritus, University of Minnesota, USA “The purpose of government is to create public value.” While this has become an increasingly accepted refrain in public policy, administration, and management, numerous questions remain about how where, when, why, how, and by whom public value is created. With everything from philosophical and conceptual arguments to empirical analyses and cases, the contributors to this noteworthy volume begin to address those questions. In doing so, they offer new ideas, reveal important insights, suggest exciting directions for research and practice, and ultimately give more substance and shape to the idea of public value creation.\" —Tina Nabatchi, Joseph A. Strasser Endowed Professor in Public Administration, Syracuse University, USA This volume examines fundamental questions about the public value of public decisions. More specifically, it seeks to assess whether all public decisions create public value, if it is possible to know what value for the public as a whole a government decision will create, and how government officials can justify their decisions in terms of public value. Leading experts bring a diverse array of perspectives on the normative, epistemological, and processual challenges to identifying, describing, measuring, and evaluating the public value claims that public officials often articulate in defending their decisions, and the results that citizens often seek. The book will appeal to scholars and students of public policy and public administration. Brian J. Cook is Emeritus Professor of Public Administration and Policy at Virginia Tech, USA. He served as chair of the Center for Public Administration and Policy from 2010 to 2014 and 2018 to 2019. He also served on the political science faculty at Clark University from 1984 to 2008."]