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Developing an understanding of results‐based management through public value theory

Developing an understanding of results‐based management through public value theory Purpose – This article aims to report on research undertaken to assess the utility of public value theory in understanding results‐based management from the perception of public sector executives in Canada. Design/methodology/approach – The research was carried out using a case study approach. Within the case study, the primary data source was 16 interviews with executives leading to the development of a framework integrating public value and results‐based management. Findings – The findings are presented through the elements of public value theory, as well as findings which fall outside of the explanatory powers of this theory. A framework integrating results‐based management and public value is presented. Research limitations/implications – The framework must be viewed as an initial study exploring an under‐researched field. The paper focuses on one case study although the interviews within the case study were extensive and it took an interpretative approach, allowing the findings to emerge. Originality/value – The article reports on empirical research that examined this issue from the perspective of executives. It will engage public value theory in developing an understanding of executive managers' perceptions, behaviours, and responses to changes introduced by results‐based management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Developing an understanding of results‐based management through public value theory

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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550710823542
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article aims to report on research undertaken to assess the utility of public value theory in understanding results‐based management from the perception of public sector executives in Canada. Design/methodology/approach – The research was carried out using a case study approach. Within the case study, the primary data source was 16 interviews with executives leading to the development of a framework integrating public value and results‐based management. Findings – The findings are presented through the elements of public value theory, as well as findings which fall outside of the explanatory powers of this theory. A framework integrating results‐based management and public value is presented. Research limitations/implications – The framework must be viewed as an initial study exploring an under‐researched field. The paper focuses on one case study although the interviews within the case study were extensive and it took an interpretative approach, allowing the findings to emerge. Originality/value – The article reports on empirical research that examined this issue from the perspective of executives. It will engage public value theory in developing an understanding of executive managers' perceptions, behaviours, and responses to changes introduced by results‐based management.

Journal

International Journal of Public Sector ManagementEmerald Publishing

Published: Oct 9, 2007

Keywords: Public sector organizations; Performance management; Management techniques; Customer satisfaction; Canada

References