Abstract
Purpose- This article aims to address public value by assessing public programs and services' success in a more cost-effective way. The study also investigates how public managers and elected officials can use public value to guide their decisions on resource allocation to create value for the citizens. Design/methodology- To meet this study's aims, Mark Moore’s strategic triangle is used as the framework for this study. This is a comprehensive framework that evaluates the performance of public sector programs and service delivery. Data for this study has been collected via a primary scoping of the literature on public value. Database searches were conducted in the Social Sciences Index, SCOPUS journals, ISI Social Sciences Citation Index, and Google Scholar. Findings- From the investigation, the result indicates that public value is created by government or public managers in their daily transactions and by non-profit organizations that articulate their objectives and find popular support for the community's common good. Practical implications- Arguably, public value management provides a necessary improvement to public management theories. It redefines the function of public sector managers in the provision of socially desirable outcomes through citizen engagement. As a progress appraisal tool in public organizations, it offers a broader and inclusive framework than the New Public Management (NPM). Originality/value- This study's results contribute to the knowledge and literature of public value in the public sector. The strategic triangle builds on the challenges and weaknesses of NPM and it aims at reshaping institutions to prioritize value creation for citizens.
Highlights
It is a means of improving quality decision-making through public managers' engagement with the citizens and users of the public services, encouraging trust in public sector organizations (Moore, 1995; EY Report, 2014)
The study investigates how public managers and elected officials can use public value to guide their decision on resource allocation to create value for the citizens
The concept of public value has entered its maturity phase, and it clearly defines the role of public managers in providing socially desirable outcomes
Summary
In his book title, ‘Creating Public Value,’ Moore (1995) describes public value equivalent to private sector organizations' private value. The only difference he argued was that while the private sector aims to maximize profit (shareholder value), public organizations act in the community's best interests (public value). Public value creation is structured to get managers thinking about what programs and services are most treasured to society cost-effectively. It is a means of improving quality decision-making through public managers' engagement with the citizens and users of the public services, encouraging trust in public sector organizations (Moore, 1995; EY Report, 2014)
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