scholarly journals Demystifying the relationship between new public management and social entrepreneurship: A conceptual framework

Sociologija ◽  
2020 ◽  
Vol 62 (3) ◽  
pp. 438-454
Author(s):  
Marija Stankovic
Keyword(s):  
Conceptual Framework ◽  
20Th Century ◽  
Social Entrepreneurship ◽  
Public Management ◽  
New Public Management ◽  
Social Enterprises ◽  
Social Value ◽  
Market Forces ◽  
New Public ◽  
The Relationship

The deficiency of new public management (NPM) has become evident by the end of the 20th century. At the same time, society is turning to new initiatives that seek to address social and environmental problems. One of those initiatives is a social entrepreneurship that uses market forces to create social value. The paper presents the conceptual framework that answers the questions ?Do social enterprises exist because of the NPM flaws??. The comparison between the two phenomena has been made by following Drechsler?s analysis of NPM flaws. The results show a connection between virtues nurtured by social enterprises and shortcomings that diminished NPM.

A Conceptual Framework for Considering the Value of E-Government

2011 ◽  
pp. 843-852 ◽  
Author(s):  
Ed Downey
Keyword(s):  
Conceptual Framework ◽  
Public Management ◽  
New Public Management ◽  
Management Strategies ◽  
Public Administrators ◽  
Stages Of Development ◽  
New Public ◽  
Political Management ◽  
Stakeholder Needs ◽  
The Relationship

E-government implementation requires public administrators to respond to stakeholder value. While there are many concepts of value in the field of public administration, an integrated framework that public administrators can use to consider the value of e-government to stakeholders is lacking. The new public management suggests that public administrators can best produce value by becoming entrepreneurial and more responsive to stakeholder needs (Barzelay, 1998; Denhardt & Denhardt, 2000; Frederickson, 1980; Goodsell, 1993; Kettl, 1993; Kettl & Milward, 1996; Moe, 1994; Osborne & Gaebler, 1992; Osborne & Plastrik, 1997; Stillman, 1995). Certainly e-government applications hold the promise of strengthening the relationship between public administrators and stakeholders in ways that better respond to needs and thus provide more value to stakeholders and to society in general. Current e-government classification methodologies tend to focus more on the stages of development of e-government applications (Layne & Lee, 2001; Moon, 2002; UN & ASPA, 2001; West, 2004) than on the different kinds of value that can result from meeting stakeholder needs. There is an emerging emphasis on stakeholder needs and value in the e-government literature rather than on classification methodologies that focus on stages of development (Grant & Chau, 2005; Reffat, 2005; Savoie, 2004; Schware & Deane, 2003; Tan, Pan, & Lim, 2005; Welch, Hinnant, & Moon, 2005). This article responds to these ideas by focusing on stakeholder value to develop a conceptual framework that public administrators can apply to e-government. Such a framework will provide insight into: whether or not an e-government application is worthwhile; and if worthwhile, what political management strategies might be employed to support it. The framework will also facilitate the comparison of e-government alternatives.

A Conceptual Framework for Considering the Value of E-Government

2011 ◽  
pp. 208-214
Author(s):  
E. Downey
Keyword(s):  
Conceptual Framework ◽  
Public Management ◽  
New Public Management ◽  
Management Strategies ◽  
Public Administrators ◽  
Stages Of Development ◽  
New Public ◽  
Political Management ◽  
Stakeholder Needs ◽  
The Relationship

E-government implementation requires public administrators to respond to stakeholder value. While there are many concepts of value in the field of public administration, an integrated framework that public administrators can use to consider the value of e-government to stakeholders is lacking. The new public management suggests that public administrators can best produce value by becoming entrepreneurial and more responsive to stakeholder needs (Barzelay, 1998; Denhardt & Denhardt, 2000; Frederickson, 1980; Goodsell, 1993; Kettl, 1993; Kettl & Milward, 1996; Moe, 1994; Osborne & Gaebler, 1992; Osborne & Plastrik, 1997; Stillman, 1995). Certainly e-government applications hold the promise of strengthening the relationship between public administrators and stakeholders in ways that better respond to needs and thus provide more value to stakeholders and to society in general. Current e-government classification methodologies tend to focus more on the stages of development of e-government applications (Layne & Lee, 2001; Moon, 2002; UN & ASPA, 2001; West, 2004) than on the different kinds of value that can result from meeting stakeholder needs. There is an emerging emphasis on stakeholder needs and value in the e-government literature rather than on classification methodologies that focus on stages of development (Grant & Chau, 2005; Reffat, 2005; Savoie, 2004; Schware & Deane, 2003; Tan, Pan, & Lim, 2005; Welch, Hinnant, & Moon, 2005). This article responds to these ideas by focusing on stakeholder value to develop a conceptual framework that public administrators can apply to e-government. Such a framework will provide insight into: whether or not an e-government application is worthwhile; and if worthwhile, what political management strategies might be employed to support it. The framework will also facilitate the comparison of e-government alternatives.

The Moderating Role of Stakeholder Involvement in the Relationship Between Strategic Planning And Service Delivery

2021 ◽  
Vol 9 (10) ◽  
pp. 2451-2464
Author(s):  
Bahati Keranga ◽  
Martin Ogutu ◽  
Zachary Awino ◽  
Winnie Njeru
Keyword(s):  
Strategic Planning ◽  
Service Delivery ◽  
Public Administration ◽  
Boards Of Directors ◽  
Public Management ◽  
New Public Management ◽  
Stakeholder Involvement ◽  
Primary Data ◽  
New Public ◽  
The Relationship

In keeping with the New Public Management dispensation, state corporations in Kenya have taken up strategic planning with a view to effect reforms for improved service delivery. New Public Management particularly advances a customer-centric approach to public administration for improved service delivery, with the public, who are the recipients of public service, as key stakeholders in public administration. Despite this, service delivery in the Agribusiness sub-sector in the country is riddled with inadequacies highlighted by among other complaints, unpaid produce supplies, dwindling finances, slumped agricultural extension services and low produce prices. Against this backdrop, the study set out to establish the effect of strategic planning on service delivery and assess how stakeholder involvement influences the relationship between strategic planning and service delivery among agribusiness state corporations in Kenya. Grounded on the New Public Management and Stakeholder theories, the study adopted the positivism paradigm and the descriptive cross-sectional research design. Targeting 73 state corporations pertinent to agribusiness in the country, primary data was collected by use of a structured questionnaire with institutional heads as the units of observation. Both descriptive and inferential statistics were then employed in data analysis. It was established that strategic planning has a significant positive influence on service delivery. Stakeholder involvement was however found to not have a significant moderating effect on the relationship between strategic planning and service delivery. This was attributed to the technocratic approach in the formulation of the strategic plans among state corporations and the numerically limited nature of most stakeholders in state corporations represented in the boards of directors. Following a significant direct effect of stakeholder involvement on service delivery among Agribusiness state corporations in the country, state corporations are implored to involve stakeholders in strategic planning and observe meaningful participation, communication and dispute resolution in the engagement.

CHANGES IN MANAGEMENT AND GOVERNANCE IN PUBLIC ADMINISTRATION. CASE STUDY IN ROMANIA

2021 ◽  
Vol 14(63) (1) ◽  
pp. 71-84
Author(s):  
Maria Popescu ◽  
Lidia Mândru
Keyword(s):  
Conceptual Framework ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Modern Approach ◽  
The Public ◽  
New Public ◽  
Management Perspective

"The paper addresses to the Public Administration (PA) from the management perspective. The first part of the study defines the conceptual framework of the two management doctrines, generically called the New Public Management and New Public Government. The second part of the paper reviews the transformation movement in PA management and governance in Romania in the last two decades. The methodology of the study consists in the analysis of the recent theoretic studies on PA modern approach, and official documents, national and European reports, and other publications related to the PA reform in Romania. "

G2C Marketing

2014 ◽  
pp. 67-84
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector’s principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

G2C Marketing

2015 ◽  
pp. 2183-2199
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector's principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

The ‘return to community’

2009 ◽  
Vol 45 (4) ◽  
pp. 433-444 ◽  
Author(s):  
Barbara Fawcett ◽  
Maurice Hanlon
Keyword(s):  
Spatial Analysis ◽  
Social Entrepreneurship ◽  
Public Management ◽  
Human Services ◽  
New Public Management ◽  
Third Way ◽  
Human Service Professionals ◽  
New Public ◽  
Decision Making Processes ◽  
The Government

In Australia and the United Kingdom over the past two decades, the way human service professionals have been involved in ‘communities’, whether defined by ‘place’, ‘interest’ or ‘exclusion’, has varied with the political complexion of the government in power. This has resulted in both opportunities for and constraints on human services practice and community participation. In this article, the terminology and the conceptual frames associated with work both in and with communities are critically scrutinized. However, it is also contended that spatial analysis and social entrepreneurship can enable those working in the field to respond productively to the New Public Management and ‘Third Way’ approaches that have shaped the policy context of human services practice. It is argued that a form of spatial analysis and of social entrepreneurship can be used to facilitate meaningful participation in decision-making processes in a variety of communities and to re-forge social connections at a range of levels.

scholarly journals The potential for public value frameworks in Northern Ireland and Ireland

2018 ◽  
Vol 66 (3) ◽  
pp. 33-54 ◽  
Author(s):  
Nat O’Connor
Keyword(s):  
Northern Ireland ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Social Value ◽  
Public Value ◽  
Public Benefit ◽  
Monetary Valuation ◽  
New Public ◽  
The Uk

Abstract The publication of a far-reaching public value framework for central government in the UK presents an opportunity to consider how this or a similar framework could be a useful tool for public management in Ireland and Northern Ireland. The concept of public value represents an evolution beyond some of the weaknesses of New Public Management, as it goes further to measure the holistic public benefit compared with pure monetary valuation. Examination of the current programmes for government in Ireland and Northern Ireland leads to the conclusion that a public value framework could be useful to advance their agendas. Lessons from social value legislation in England, Scotland and Wales indicate how a more comprehensive public value framework might be implemented in Northern Ireland and Ireland.

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