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Strategic Practices of Creating Public Value: How Managers of Housing Associations Create Public Value

Public Value Management, Measurement and Reporting

ISBN: 978-1-78441-011-7, eISBN: 978-1-78441-010-0

ISSN: 2051-6630

Publication date: 11 November 2014

Abstract

Purpose

The creation of public value is a topical debate for Dutch civil society organizations. Over the years, moving from government to governance, they supposedly have gained responsibility and space in meeting public needs. However, meeting the priority public needs and demonstrating actual public value creation has proved difficult. This has led to many discussions on how and if these organizations are creating public value. This study therefore investigated three practical cases to explore and explain how managers of housing associations create public value.

Method

A case study method was employed.

Findings

Based on the different cases we can conclude that despite high ambitions, deviating normative views and the will to change displayed by the managers in the cases we investigated, we did not encounter situations where managers actually managed spaces for the creation of public value. The involved managers are still led by formal agendas and policies, rather than engaging in dialogues with their relevant stakeholders. They remain segmented in their approach and offering of services. Managers’ environment and stakeholders are not yet naturally seen as a place for sharing information and reframing boundaries for creating public value.

Originality/value

The opportunity in the investigated cases and for these managers lies in mobilizing and utilizing network relationships. This article provides a public value praxis model that focuses on involving stakeholders in investigating priority needs, collectively (re)designing services that meet these.

Keywords

Citation

van Eijck, K. and Lindemann, B. (2014), "Strategic Practices of Creating Public Value: How Managers of Housing Associations Create Public Value", Public Value Management, Measurement and Reporting (Studies in Public and Non-Profit Governance, Vol. 3), Emerald Group Publishing Limited, Bingley, pp. 159-187. https://doi.org/10.1108/S2051-663020140000003007

Publisher

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Emerald Group Publishing Limited

Copyright © 2014 Emerald Group Publishing Limited