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The aim of the paper is to illustrate the changing structure of accountability under a new public governance agenda introduced in England to deliver social care through personal budgets.

The paper draws on accountability and public governance literature, in particular, the accountability framework proposed by Hupe and Hill. The evidence was gathered from exploratory case studies conducted in two English County Councils.

The introduction of personal budgets has modified the roles of the different actors involved in the co-production of social services. The case studies evidence changes in the accountability and governance process, particularly with respect to the personal budget regime that has devolved responsibility and accountability to the customer. Specifically, the customer's role has shifted and expanded in the accountability chain and thus developed into a partnership.

This study is one of the first to analyse the relationship between the personalisation agenda in English social services and the relevant accountability mechanisms involved. Moreover, the paper refines the theoretical framework proposed by Hupe and Hill according to the different role the public now plays.

This conceptual article aims primarily to illustrate the impact of public value thinking on the process of public sector modernisation. Public value management (PVM) is analysed from two perspectives. First, the principles and features of PVM approaches are detailed, including a comparison of the literature on the other approaches characterizing the modernisation process, that is, traditional public administration (TPA), new public management (NPM) and new public governance (NPG). Then PVM is contrasted with NPM and TPA. Subsequently, the elements connecting PVM with NPG are explored. Second, the theoretical and methodological frameworks within which public value has been operationalized are investigated. One of the core topics is the measurement of public value, which is illustrated focusing on the link between public value (in the singular) and public values (in the plural). The impact that the adoption of public value thinking exerts on the multiple performance objectives for public sector organisations is also investigated. Ultimately, the article aims to highlight the potential of the public value view – considered in conjunction with performance measurement and performance management systems – without neglecting the challenging and problematic aspects of this wave of reform. The comparison with other waves of reform is intended to provide a clearer picture of the way forward for PVM.

Theoretical and methodological investigation, elaborating on the relevant literature on the process of public sector modernisation, is carried out.

The approaches that have emerged during the last two decades (PVM, NPG) are other than alternative solutions. But also less recent waves of change have left, or are expected to leave, their own legacy for public administration over time. This could be the case for NPM, although, according to many scholars, it is in trouble and has lost its driving force, while others see it as simply ‘dead’ and doomed to give way to the ‘digital-era governance’. Several core elements of NPM are no longer in evidence either in PVM or in NPG. Different distinguishing elements have been brought into the foreground. For instance, the idea of the public as citizens characterises PVM and NPG, instead of the public as customers, qualifying NPM. What we are seeing is a progressive expansion of the public’s involvement, through co-production and participation. Contemporary public officials interact with members of the public in ways that involve all of their possible roles: as citizens, customers, partners. There are two salient aspects under which public value thinking can contribute. First, a focus on public value can – better than other approaches – represent a ‘glue’ capable of bringing together debates involving ‘values, institutions, systems, processes, and people’ (Smith, 2004, p. 18). Second, such a focus makes it possible to link insights from different analytical perspectives, fostering a broader view on the determinants of public sector change. This could be of decisive importance for the purpose of reshaping performance measurement and performance management systems, which is a crucial step in public sector reform.

Significant contributions are offered under two aspects. First, in terms of exploration of the concepts of public value (also in relation to public values) and private value. Second, in terms of analysis of the impact that PVM can exert on the logic of performance measurement and performance management.

There have been many challenges and uncertainties in determining the future direction(s) for performance measurement (PM) in Florida public libraries over the years. Social pressures for establishing increased accountability and community needs combined with the library administrators need to respond to these pressures served as the catalysts for the need to evolve PM processes in Florida public libraries.

The findings reported here are part of a larger study of the role of middle managers in the UK further education colleges. The study proposes and discusses a typology for the middle manager role, analyses factors which facilitate and impede managers in role, and models the interaction of the college environment with the role. This process gives insight into the emerging concepts of professionalism, which are discussed here in relation to the literature of managerialism and “new” professionalism. The paper discusses what manifestations of new professionalism can be observed in the colleges, how perceptions of professionalism differ from role to role and from college to college, and how professionalism can be modelled and further understood.

This book is organized into five sections. The first four sections are devoted to investigation of the seven different strategies to achieve public management reform delineated in this book. The seven strategies are: (1) increased accountability; (2) decentralization and delegation of authority and responsibility for decision making and management; (3) application of information technology to improve management and responsiveness of governments to citizens; (4) developing and improving management control systems in the public sector; (5) measures to reduce corruption in government, business and society; (6) development and use of performance indicators in public organizations; and (7) integration of performance measurement and management in public organizations. The chapters in each of the five sections address the need for and application of strategy, impediments to implementation, and use cases to support their analysis and conclusions.

The modern construction industry is highly competitive and cost driven, with tangible adversarial relationships between projects' contractual parties at individual and organisational levels; there are conflict of interest as people to survive. Accordingly, team leaders on construction megaprojects (CMPs) in multinational engineering organisations strive to survive in such competitive markets. The research’s aim is to investigate relationships between team leaders' tenure and management styles towards professional subordinates on CMPs and elaborate how corporate governance can optimally address this conflict of interest and adversarial relationships.

The research methodology adopted processes of inducting theory using case studies. A qualitative approach was adopted as a primary data collection and analysis source. It involved case studies through primary data collection in semi-structured face-to-face interviews with 38 professional subordinates (interviewees) to discuss impacts of team leaders' tenure on their management style (a five-team leader, case studies). The research methodology is based on building theories from case study grounded theory research methodologies.

The research introduced the notion that team leader survival syndrome is pronounced and evidenced by adversarial reactions towards new or experienced professional subordinates where team leaders perceive professional subordinates, especially at senior technical levels, as potential risks that jeopardise their positions and employment survival possibilities. The syndrome is proven based on real-life case studies; it is constant, tangible and serious disorder of attitudes and behaviours. Longer tenure stimulates and accelerates these phenomena and syndrome, with 58% of team leaders exhibiting such syndromes. Optimum employee tenure is between 7 and 10 years. Corporate governance provides good resolution practices.

The research implications are useful to construction industry and academia. However, the analysis is limited to the case studies considered in Canada and Qatar. Due to small sample size for both case studies and respondents to the questionnaire survey, it is recommended for future exploration to expand the scope of research to larger sample size and various demographic and geographical locations.

Corporates should acknowledge the presence of team leader survival syndromes. They should thoroughly investigate sociopolitical relationships behind it and seek to understand consequences on professional subordinates. Corporates should also adopt a 360-degree feedback system; they should limit trust given to team leaders in this regard to responsible trust, to eliminate manipulation. Team leaders are perceived as being not always truthful and misrepresent capabilities and performance of their professional subordinates to senior managers. Corporate governance holistic multidimensional perspectives are required to provide resolutions of team leader survival syndromes.

The research has discovered a phenomenon that team leaders on CMPs in architecture, engineering and construction (AEC) organisations, prompted by virtue of long tenure in corporates or by power of their managerial level in organisations, perceive their professional subordinates, especially senior technical employees, as potential risks. It is thought promoting them would put their own positions and security of tenure at risk. Hence, team leaders act adversarially, to enhance their own survival prospects. This research introduced the novel team leader survival syndrome and introduced analyses, practical implications and recommendations.

Success in the new economy is more dependent on successful relationships with internal and external stakeholders than ever before. The “business ecosystem” has created webs of interdependent relationships between organizations and their employees, suppliers, customers, and business partners. These relationships not only impact how firms add value to customers and create competitive advantage, but various internal processes as well. Unfortunately, these relationships often fail to capture their full potential due to misalignment between the organization and its stakeholders. This article presents a practical guide for organization‐based 360 degree leadership assessment, which should help organizations to identify gaps or “blind spots” with internal and external stakeholders. Borrowing from the multi‐rater feedback literature, a discussion of the steps in using the organization’s leadership as the focal point is provided. Self‐assessment on a series of organizational leadership dimensions is proposed, which is compared to evaluations by employees, customers, suppliers and business partners. The proposal should provide direction for practitioners seeking greater stakeholder feedback, and a foundation for further academic inquiry.

The aim of this chapter is to promote a reflection on how the smart mobs are established, despite the 2014 FIFA World Cup in Brazil, that took place in Brazil from June 12 to July 13, 2014, in comparison with the organizational model of the contemporary Brazilian public management, emphasizing that, in spite of “major reforms” carried out and of the progressive speeches, the focus continues to be the way to control the resources and the people, including the construction of Infrastructure for 2014 FIFA World Cup in Brazil, especially based on Principle 10 (Anti-Corruption) of UN Global Compact initiative.

This chapter draws both on primary and secondary qualitative data, especially the literature of smart mobs, as well as public management models in Brazil, mainly based on Guerreiro Ramos, which constitutes the theoretical framework for the analysis, as well as “deep interviews” with citizens, which was protesting against the FIFA World Cup, that was analyzed through an interpretative approach, the phenomenography, based mainly on “International business, corruption and bribery” topic to develop a cross line framework.

The chapter provides an analytical framework to reinforce the growing practice of social control that can improve the public management model in Brazil through the development of the societal administration (substantive rationality); presenting that to the extent that the Brazilian government organizational model was not intended to “interact” with society, it has contributed to generate an unsatisfied demand for democracy in Brazilian citizens, whom support the United Nations Global Compact initiative and do not support the current model of the Executive Branch.

Given the recent smart mobs in Brazil and the lack of clear analytical axes for the orientation of research in organizational studies regarding the Brazilian public administration, as well as fragmentation in their respective academic production, it is hoped that these theoretical reflections and empirical results can contribute to promote academic progress for the Public Management in Brazil, as well as for the Corporate Citizenship all over the world.

The chapter introduces a general reflection on the relations between these study objects, in order to foster new research. It is expected that this work will help to increase the debate about the importance of the Brazilian public management, in particular, but the international public administration too (mainly the United Nations [UN] members states), to include substantive rationality for managers, so they can better understand and respond more effectively to the needs of citizens, companies, and organizations.

Social entrepreneurship is a multidimensional construct, with social value creation lying at its core. Innovativeness and venturesomeness are the prominent decision-making characteristics that facilitate value creation by social enterprises (SEs). Sustainability goals can be attained better with synergistic operations of the two entities. Both SEs and SDGs aim at creating values for overall well-being, however discrepancies in interpreting and measuring the values created, leads to problems in achieving operational integration between the two.

This chapter comprehends the nature of values created by SEs. It further examines the scope and benefit of integration between SEs and SDGs for creating better value propositions. Methodology of the research included extant review of literature and relevant frameworks to comprehend concepts of SEs and SDGs. To examine practical aspects of value creation, in-depth interviews were conducted with social entrepreneurs. The chapter concludes that SDGs resonate strongly with work of many SEs due to the basic nature of their mission and objectives. However, there is ambiguity regarding how integration between the two entities can be effectively operationalized. The way forward for value creation through SEs-SDGs integration in post-COVID times is discussed. For sustenance and growth in complex times, along with emphasis on traditional values, SEs and SDGs will have to focus on creating strategic values through active collaboration and synergy. Impact reporting is critical, but additionally, core managerial and operational activities of SEs and SDGs must also orient cohesively. The chapter proposes an integrated framework for systematic alignment of SEs and SDGs missions, objectives, resource management, mobilization, networking etc. for purposeful collaborations.