Suchergebnisse

Control is usually seen as hierarchical, centralized inspection. Without control, chaos is thought to prevail. This tendency can be illustrated by the way the public sector seems to solve most social problems: by legislation and bureaucracy. In this article five control forms are developed: bureaucracy, market, democracy, collective, and knowledge. Their similarities and differences are outlined, and the principles behind their use and internal dynamics are analysed. Finally, the development of control forms in modern societies is discussed.

Exploring boundaries and meanings of public value, the authors seek to identify some of the impediments to progress in the study of public values. The study of public values is often hamstrung by more general problems in the study of values. The authors begin by identifying analytical problems in the study of values and public values. Then they take stock of the public values universe. To identify public value concepts, relevant literature is reviewed and interpreted. Finally, the analytical questions posed in the first section are addressed, focusing specifically on issues related to the hierarchy, causality, and proximity of public values.

This article provides the introduction to a symposium on contemporary public values research. It is argued that the contribution to this symposium represent a Public Values Perspective, distinct from other specific lines of research that also use public value as a core concept. Public administration is approached in terms of processes guided or restricted by public values and as public value creating: public management and public policy-making are both concerned with establishing, following and realizing public values. To study public values a broad perspective is needed. The article suggest a research agenda for this encompasing kind of public values research. Finally the contributions to the symposium are introduced.

Accountability differs in its meaning, scope, and impact. Consequently, its expression as a value and an instrument of "good governance" differs across time within and between organizations. Through the prism of theories on public values, this article examines accountability as a value in the administration of the European Union, that is, the European Commission. The article presents a theoretical discussion of value hierarchies, causality, and conflicts. Theoretical suggestions are included in an empirical examination of value conflicts in the administrative reforms of the European executive. It is argued that organizational characteristics of the European Commission condition value implementation. The article finds that although accountability appears as the "good value per se," its applied period is brief and its status is contradicted by conflicting values.