TITLE

Der Beitrag zum Gemeinwohl: Public Values definieren und legitimieren Eine Untersuchung am Beispiel des Goethe-Instituts e.V

AUTHOR(S)
Schulze, Eric
PUB. DATE
November 2010
SOURCE
University of St. Gallen, Business Dissertations;11/ 2/2010, p1
SOURCE TYPE
Dissertation
DOC. TYPE
Article
ABSTRACT
The Public Sector is facing an ongoing critique regarding its insufficient effectiveness and efficiency. Administrative reforms in the recent 20 years increasingly implemented for-profit controlling instruments and techniques supported by the guidelines of the academic movement of the New Public Management. Critics argue that traditional for-profit instruments cannot mirror complex value creation processes of the Public Sector. The Public Value approach addresses these concerns and brings a holistic view of value creation to the fore. Public managers should show an innovative and entrepreneurial behavior in order to maximize the public value of their organization. The main difference between the two approaches lies in the responsibility of the management for the outcome of their organization. Management beyond fulfilling the given political order ("doing the things right") requires a steady evaluation of the own value creation and an assessment of the changing needs in the society. Subsequently it needs a political management in order to receive authorization for changes in the value creation portfolio. This doctoral thesis wants to examine the specific area between managerial and political rationality. It uses the public value approach to discuss the question of effectiveness ("doing the right things") on basis of defined public value goals. A qualitative, multi-method case study design has been chosen to answer the research question "How do organizations in the Public Sector define and legitimate their public value goals?" The research is conducted with the Goethe-Institute for which the intended public value will be derived and evaluated from various perspectives. The research reveals that the given political orders leave significant degrees of freedom and give in consequence responsibilities to the organization to concretize its mandate. It will be shown that this is not a lack in precision but a common administrative challenge that is traditionally answered by discretional authority in administrative science. In order to maximize the created value the public manager shows an active interest in a transparent dialogue with the controlling political instance, instead of just being an efficient executor. Finally an evolutionary perspective will be taken to show how new public values can be actively promoted by public managers in a transparent process that involves supporting forces in society as well as the official political authorization.
ACCESSION #
82753120

 

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