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Stakeholders, Public Value(s), and Public Service Performance

Publikation: Bidrag til bog/antologi/rapport/proceeding › Bidrag til bog/antologi › Forskning › peer review

Standard

Stakeholders, Public Value(s), and Public Service Performance. / Andersen, Lotte Bøgh; Brewer, Gene A.; Leisink, Peter.
Managing for Public Service Performance: How People and Values Make a Difference. red. / Peter Leisink; Lotte Bøgh Andersen; Gene A. Brewer; Christian Bøtcher Jacobsen; Eva Knies; Wouter Vandenabeele. Oxford: Oxford University Press, 2021. s. 25-44.

Publikation: Bidrag til bog/antologi/rapport/proceeding › Bidrag til bog/antologi › Forskning › peer review

Harvard

Andersen, LB, Brewer, GA & Leisink, P 2021, Stakeholders, Public Value(s), and Public Service Performance. i P Leisink, LB Andersen, GA Brewer, CB Jacobsen, E Knies & W Vandenabeele (red), Managing for Public Service Performance: How People and Values Make a Difference. Oxford University Press, Oxford, s. 25-44.

APA

Andersen, L. B., Brewer, G. A., & Leisink, P. (2021). Stakeholders, Public Value(s), and Public Service Performance. I P. Leisink, L. B. Andersen, G. A. Brewer, C. B. Jacobsen, E. Knies, & W. Vandenabeele (red.), Managing for Public Service Performance: How People and Values Make a Difference (s. 25-44). Oxford University Press.

CBE

Andersen LB, Brewer GA, Leisink P. 2021. Stakeholders, Public Value(s), and Public Service Performance. Leisink P, Andersen LB, Brewer GA, Jacobsen CB, Knies E, Vandenabeele W, red. I Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. s. 25-44.

MLA

Andersen, Lotte Bøgh, Gene A. Brewer og Peter Leisink "Stakeholders, Public Value(s), and Public Service Performance"., Leisink, Peter , Andersen, Lotte Bøgh og Brewer, Gene A. Jacobsen, Christian Bøtcher Knies, Eva Vandenabeele, Wouter (red.). Managing for Public Service Performance: How People and Values Make a Difference. Kapitel 2, Oxford: Oxford University Press. 2021, 25-44.

Vancouver

Andersen LB, Brewer GA, Leisink P. Stakeholders, Public Value(s), and Public Service Performance. I Leisink P, Andersen LB, Brewer GA, Jacobsen CB, Knies E, Vandenabeele W, red., Managing for Public Service Performance: How People and Values Make a Difference. Oxford: Oxford University Press. 2021. s. 25-44

Author

Andersen, Lotte Bøgh ; Brewer, Gene A. ; Leisink, Peter. / Stakeholders, Public Value(s), and Public Service Performance. Managing for Public Service Performance: How People and Values Make a Difference. red. / Peter Leisink ; Lotte Bøgh Andersen ; Gene A. Brewer ; Christian Bøtcher Jacobsen ; Eva Knies ; Wouter Vandenabeele. Oxford : Oxford University Press, 2021. s. 25-44

Bibtex

@inbook{d0623fe5ede248c898ab68f63960b747,
title = "Stakeholders, Public Value(s), and Public Service Performance",
abstract = "For managers in public service organizations, stakeholders are very important as they have different and sometimes conflicting values. Yet, public administration scholars often neglect the stakeholders despite their vital role in defining good performance in democratic political systems. This chapter combines theoretical perspectives on public values (different understandings of the desirable) with contributions focused on creating public value. The chapter also pays attention to the co-existing and competing governance paradigms that are part of the context in which managing for public service performance occurs. These paradigms provide institutional templates, policies, operational strategies, and desired programs that prescribe how public service provision should be structured and how it should operate. Governance paradigms can be used to understand the links between stakeholders, public values, and public service performance. Giving insight into these links is the key contribution of the chapter. It uses nine illustrative studies to examine how the stakeholder concept and public value(s) are used in the public service performance literature. A key implication is that public administrators can be portrayed as experts who exercise judgment and make consequential decisions in identifying relevant public values, in creating public value, and in generating public service performance.",
keywords = "Governance paradigms, Public service performance, Public value, Public values, Stakeholders",
author = "Andersen, {Lotte B{\o}gh} and Brewer, {Gene A.} and Peter Leisink",
year = "2021",
language = "English",
isbn = "9780192893420",
pages = "25--44",
editor = "Leisink, {Peter } and Andersen, {Lotte B{\o}gh} and Brewer, {Gene A.} and Jacobsen, {Christian B{\o}tcher} and Eva Knies and Wouter Vandenabeele",
booktitle = "Managing for Public Service Performance",
publisher = "Oxford University Press",

}

RIS

TY - CHAP

T1 - Stakeholders, Public Value(s), and Public Service Performance

AU - Andersen, Lotte Bøgh

AU - Brewer, Gene A.

AU - Leisink, Peter

PY - 2021

Y1 - 2021

N2 - For managers in public service organizations, stakeholders are very important as they have different and sometimes conflicting values. Yet, public administration scholars often neglect the stakeholders despite their vital role in defining good performance in democratic political systems. This chapter combines theoretical perspectives on public values (different understandings of the desirable) with contributions focused on creating public value. The chapter also pays attention to the co-existing and competing governance paradigms that are part of the context in which managing for public service performance occurs. These paradigms provide institutional templates, policies, operational strategies, and desired programs that prescribe how public service provision should be structured and how it should operate. Governance paradigms can be used to understand the links between stakeholders, public values, and public service performance. Giving insight into these links is the key contribution of the chapter. It uses nine illustrative studies to examine how the stakeholder concept and public value(s) are used in the public service performance literature. A key implication is that public administrators can be portrayed as experts who exercise judgment and make consequential decisions in identifying relevant public values, in creating public value, and in generating public service performance.

AB - For managers in public service organizations, stakeholders are very important as they have different and sometimes conflicting values. Yet, public administration scholars often neglect the stakeholders despite their vital role in defining good performance in democratic political systems. This chapter combines theoretical perspectives on public values (different understandings of the desirable) with contributions focused on creating public value. The chapter also pays attention to the co-existing and competing governance paradigms that are part of the context in which managing for public service performance occurs. These paradigms provide institutional templates, policies, operational strategies, and desired programs that prescribe how public service provision should be structured and how it should operate. Governance paradigms can be used to understand the links between stakeholders, public values, and public service performance. Giving insight into these links is the key contribution of the chapter. It uses nine illustrative studies to examine how the stakeholder concept and public value(s) are used in the public service performance literature. A key implication is that public administrators can be portrayed as experts who exercise judgment and make consequential decisions in identifying relevant public values, in creating public value, and in generating public service performance.

KW - Governance paradigms

KW - Public service performance

KW - Public value

KW - Public values

KW - Stakeholders

M3 - Book chapter

SN - 9780192893420

SP - 25

EP - 44

BT - Managing for Public Service Performance

A2 - Leisink, Peter

A2 - Andersen, Lotte Bøgh

A2 - Brewer, Gene A.

A2 - Jacobsen, Christian Bøtcher

A2 - Knies, Eva

A2 - Vandenabeele, Wouter

PB - Oxford University Press

CY - Oxford

ER -