Understanding value creation from a public service logic

Kirsty Strokosch; Stephen P. Osborne

doi:10.1093/oso/9780198883814.003.0013

Understanding value creation from a public service logic

Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed) › peer-review

Abstract

Under New Public Management (NPM) value creation has traditionally been associated with the internal organisational efficacy of public service organisations and their ability to achieve efficient service delivery and value for money. This chapter argues that the pre-eminence of the NPM has been at the expense of a deeper understanding of value and the processes through which it is created. It proposes that by understanding value creation from a service perspective, public service production may be understood as a relational process, which is influenced by various actors, resources, and interactions. To support this discussion, we draw on the service research by exploring both its insights and limitations in a public service context.

Original language	English
Title of host publication	The Resilience of New Public Management
Editors	Irvine Lapsley, Peter Miller
Publisher	Oxford University Press
Chapter	13
Pages	295-314
Number of pages	19
ISBN (Electronic)	9780191991912
ISBN (Print)	9780198883814
DOIs	https://doi.org/10.1093/oso/9780198883814.003.0013
Publication status	Published - 6 Feb 2024

Keywords / Materials (for Non-textual outputs)

value
value creation
public service logic
public service management
service perspective

Access to Document

10.1093/oso/9780198883814.003.0013

Cite this

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title = "Understanding value creation from a public service logic",

abstract = "Under New Public Management (NPM) value creation has traditionally been associated with the internal organisational efficacy of public service organisations and their ability to achieve efficient service delivery and value for money. This chapter argues that the pre-eminence of the NPM has been at the expense of a deeper understanding of value and the processes through which it is created. It proposes that by understanding value creation from a service perspective, public service production may be understood as a relational process, which is influenced by various actors, resources, and interactions. To support this discussion, we draw on the service research by exploring both its insights and limitations in a public service context.",

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AU - Osborne, Stephen P.

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AB - Under New Public Management (NPM) value creation has traditionally been associated with the internal organisational efficacy of public service organisations and their ability to achieve efficient service delivery and value for money. This chapter argues that the pre-eminence of the NPM has been at the expense of a deeper understanding of value and the processes through which it is created. It proposes that by understanding value creation from a service perspective, public service production may be understood as a relational process, which is influenced by various actors, resources, and interactions. To support this discussion, we draw on the service research by exploring both its insights and limitations in a public service context.

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KW - public service logic

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KW - service perspective

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M3 - Chapter (peer-reviewed)

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BT - The Resilience of New Public Management

A2 - Lapsley, Irvine

A2 - Miller, Peter

PB - Oxford University Press

ER -

Understanding value creation from a public service logic

Abstract

Keywords / Materials (for Non-textual outputs)

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Hard and soft NPM in city management

The emergence and resilience of New Public Management (NPM)

The Resilience of New Public Management

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