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 |
| Place of Publication | Oxford |
| Publisher | Oxford University Press |
| Chapter | 13 |
| Pages | 295-313 |
| Number of pages | 19 |
| ISBN (Electronic) | 9780191991912 |
| ISBN (Print) | 9780198883814 |
| DOIs | |
| Publication status | Published - 22 Feb 2024 |
Funding
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 770356. This publication reflects the views only of the author, and the Agency cannot be held responsible for any use, which may be made of the information contained therein.
Keywords
- value creation
- public service logic
- service management and marketing theory
- public services