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The purpose of this article is to explore the concept of co-governance and its implications on public value, with particular reference to local authorities in the Italian context.

The research aim is pursued by means of a literature review and an empirical research. The empirical research is developed through a questionnaire, sent to the 119 municipalities of the Italian provincial capitals. The overall response rate was 41.18% (49 responses).

In Italian local authorities the process of increasing citizens’ participation and citizens’ involvement as co-producers of public value by means of co-governance and participatory governance tools is still ongoing. More than 50% of the local authorities of the research sample have introduced co-governance or participatory governance tools and activities but they are still facing problems in implementing them.

In general, the level of citizens’ participation seems not to be fully developed.

The empirical part of the research focuses only on the application of co-governance and participatory governance tools in the Italian context, therefore the main limitation lies in the difficulties of extending their application to the international context. In addition, the questionnaire was designed only for medium- to large-sized local authorities. Thus, the research does not consider the possible implications for small municipalities.

This article considers some of the possible difficulties of implementation of co-governance and participatory governance tools.

This article highlights the link between the creation of public value and the adoption of public policies based on citizens’ involvement and consultation.

This article underlines the link between public value creation and co-governance. It also offers a broad empirical survey on the presence of co-governance and participatory governance tools and activities in the Italian context; this topic was not examined in prior studies.

The chapter aims to conceptually explore how to govern public sector organizations in order to create public value. It focuses on the importance of knowledge-intensive processes in creating public value as well as the challenges in governing such fragile processes.

We use organizational theory and respective concepts in the field of organizational design focusing on cognitive and motivational aspects. These are explained by group theories and concepts of conditional cooperation.

We show the important role and the antecedents of self-governance in creating public value based on knowledge creation, sharing and use, whereas the classical method of hierarchical and bureaucratic procedural-based governance (via rules and direct supervision) as well as the more modern method of output-based governance (via so-called key performance indicators) fails to govern public value in this form.

The heuristic model differentiates between modes of governance. Their mutual interplay and empirical evidence are yet needed for substantiating the findings.

Self-organizing mechanisms require behavioural antecedents of the involved actors: on the one hand there is a need for a minimum of mutual understanding in the sense of ‘cognitive compatibility’ and on the other, a minimum of ‘willingness to cooperate’.

Participating public employees and citizens need to cultivate participatory and collaborative governance mechanisms in order to create public value. These can be understood as supplementing and enriching existing ones rather than replacing them.

This chapter contributes to research in public administration in that the concept of public value with a focus on knowledge-intensive collaboration is specified. A new path is taken, originating from organizational theory and motivational theory that are transferred into public administration in order to show how collaborative governance should be employed and how motivational and cognitive aspects should be considered.

This study aims to meticulously evaluate the public service value-generation process facilitated by collaborative e-governance services within the framework of the National e-governance Plan (NeGP).

The study formulates a comprehensive research model through a combination of literature review, insights from domain experts and hands-on experience gained from the e-governance project. A conceptual research model was meticulously structured, validated, and interpreted by using a reflective measurement theory. The analytical tool SmartPLS3 was used to assess the proposed model rigorously.

The analysis of collected data reveals a statistically significant positive correlation between the implementation of collaborative e-governance strategies and the creation of public service value. This relationship is further reinforced by a strong alignment between the perceived aspects of collaborative e-governance, such as responsiveness, transparency and service delivery and their substantial contribution to the enhancement of public service value.

This study contributes to the scholarly discourse by introducing an innovative methodology for assessing public service value through analyzing empirical data from citizen-centric collaborative e-governance projects. It is noteworthy that no prior studies have examined the nuanced concept of public service value in the context of collaborative e-governance.

Most of the existing studies in e-governance context have attempted to measure public value of projects in terms of quality of services provided, cost effectiveness of public organizations and extent to which public organizations are able to meet their social objectives. However, it is also important to explore variables influencing public value to pursue for attaining high public value from such projects. This paper aims to attempt to explore such variables based on Situation-Actor-Process (S-A-P) framework. In India, physical presence of citizens is still required at many public centers established for delivering a variety of government services. A citizen at the time of his visit to a public service center faces a situation, deals with different actors and is subjected to a set of processes. At the end of the service cycle, the citizen develops a perception about public value of the e-governance project. The paper aims at exploring the likely influence of “Improved Situation”, “Capability Level of Actors” and “Flexible Process Workflow” on “Public Value” of e-governance projects.

On the basis of a review of literature, variables likely to be influencing public value have been identified in terms of situation, actors and processes. A questionnaire was designed, and a survey conducted to measure public value and S-A-P-related variables in the context of two e-governance projects, namely, Passport Seva Project and Driving License Project in India. Survey data have been analyzed to study the influence of S-A-P-related variables on the public value of e-governance projects. Learning issues have been synthesized in terms of implications for practitioners as well as researchers for enhancing public value of e-governance projects.

The study has revealed that a citizen-centric e-governance project with observed high value of conceptualized S-A-P variables is expected to be characterized by high public value. The analysis has also reflected upon a need for an in-depth study to explore empirically validated linkages between S-A-P variables and public value of e-governance projects.

The paper is based on a pilot study in the context of two citizen-centric e-governance projects. It is required to study more such projects for the purpose of validating the proposed framework and arriving at generalized findings.

The study results are expected to sensitize practitioners to keep in view conceptualized variables related to situation, actors and processes while planning for citizen-centric e-governance projects. This may result in improved situation at the public service centers, better performance of employees and more flexible processes which may further help to increase the public value of such projects.

E-governance projects can perform a vital role in improving public value. In the context of India, a key objective of e-governance projects is to improve the service delivery of citizen-centric projects. The findings of the pilot study, based on the select two citizen-centric e-governance projects in India, reflect upon the likely relationship between public value and S-A-P variables. Thrust on improving situational aspects, as conceptualized in this study, is expected to improve comfort level of citizens while taking benefit of IT enabled services of government organizations. Better capability of actors at public organizations is likely to build trust and confidence among citizens toward these services. Adoption of flexible processes by public organizations is expected to ensure seamless delivery of services to citizens through alternate options. Enhanced delivery of services satisfies the need for improved public value and create positive attitude among society toward public organizations. It contributes to satisfaction level of citizens in terms of saving of time, money and efforts.

A review of literature has revealed a few studies undertaken in recent past with focus on measurement of public value in e-governance context. This paper is based on a novel idea of exploring the likely relationship between conceptualized S-A-P-related variables and public value of citizen-centric e-governance projects. Recommendations based on learning issues are expected to trigger suitable interventions to generate high public value from such projects.

This study aims at rereading public governance (PG) and public value management (PVM) in the light of viable systems approach (VSA). Starting from the common points and the dissimilarities between the two theories, an integrated framework for pinpointing the key drivers leading to the emersion of public value co-creation in a public system conception of governance is elaborated. An overview on the emersion of PVM and PG is conducted in order to identify the main features of the new mindset. Then, VSA’s assumptions also are analyzed (with particular focus on their managerial implications) and then subdivided into four macro-areas.

The combination of the two theories allows recognition of four levers (with relative postulates) for fostering public value co-creation: (1) strategic selection of actors; (2) establishment of system and relational boundaries; (3) pursuit of the fit strategy-tactics; (4) system governance diffusion. From a theoretical point of view, the study provides suggestions for the creation of a public system theory of governance. Regarding managerial standpoint, revealing the drivers for public value co-creation can aid managers to better elaborate strategies for stimulating actor’s engagement in order to challenge complexity and user’s demands variability.

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.

We argue that the proliferation of governance in the public sector has raised questions regarding individual constitutional rights. While some proclaim cost savings and entrepreneurial solutions to vexing social ills, others suspect that these benefits donʼt outweigh the risk of diminished accountability and the loss of constitutional protection over public service production. We propose a new model to examine the relationships between direct government, governance, public value, and public law value. We apply this model to analyze two landmark Supreme Court cases and one contemporary federal appellate court case to explore the ongoing tension between the governance model and public service production. Our findings suggest that enforcible contract language and public-private entwinement can be used as tools to protect constitutional rights in the face of increasing pressure of governance approaches.

This chapter takes its point of departure in the vision of educating public leaders and managers with the ability to create public value in a networked governance structure. The purpose of the chapter is to revise this vision by unpacking the notion of public value in contemporary governance and discuss the implications for public leadership and for public leadership and management programs.

The chapter explores the notion of public value as a conceptual framework for emergent forms of networked governance. Drawing on insights from sociology of law and governmentality studies, a set of key tensions inherent in the public value discourse are identified as the diagnostic impetus to consider the somewhat excessive leadership figure put forward in the literature. The chapter shows that the discourse of networked governance and public value thinking is rather contested and imply a certain kind of hybridisation of public administration and public purpose into opposite identity spheres. Instead of forming a ‘whole system’ as suggested in the literature, the hybridisation implicates an ongoing suspension that allows the governance structure to become tense and unresolved. The hybridisation forms new dilemmatic spaces in contemporary governance, it is argued.

The author suggests that public leadership should be considered as hybrid practices, formed around an ongoing search of ‘publics’ and images of ‘wholeness’ by way of oscillating between varying values and identities. This form of hybrid leadership calls for new explorative learning formats in public leadership programs, it is argued.

The chapter undertakes a careful critical reading and conceptual examination of the current paradigm of public value management. By drawing on sociology of law and Foucault’s genealogy of rationalities of government the examination brings new insight into the doubled identities and dilemmatic spaces of contemporary governance and elaborates the concept of public leadership theorized as distributed and hybrid practices.

The purpose of this paper is to explain how public sector accounting has changed and is changing due to public governance development.

This paper conducts a traditional literature review based on selected studies in the fields of accounting, public administration and management. The aim of the review is to explain how diverse forms of public governance influence the fate of public sector accounting, including accountability, performance measurement, budgeting and reporting practices.

Public governance is developing into more inclusive but also complex forms, resulting in network, collaborative and digital governance. Consequently, the focus and practices of public sector accounting have changed, as reflected in new types of accountability, performance measurement, budgeting and reporting practices.

Drawing upon literature from different fields enables a deeper understanding of the changes in public sector accounting. Nevertheless, the intention is not to execute a systematic literature review but to provide an overview and resolve the scattered body of knowledge generated by previous contributions. The areas of risk management and auditing were not included and deserve further attention.

This paper discusses the need to continually redefine and reassess public sector accounting practices, by recognising the interdependencies between different actors, citizens and digital technologies.

To understand whether the public value approach will improve the performance and legitimacy of Italian universities.

The public value approach is used to identify the factors limiting the improvement of the performance of Italian universities over the period 2007–2009. Four cases are analyzed in order to reveal how universities measure and communicate the public value delivered. The evolution of the whole system is analysed in the light of the three paradigms on public administration: traditional public administration, new public management and public value management.

Recent reforms introduced by the Italian government do not facilitate the overcoming of political and organizational constraints, with the exception of a few noteworthy elements. The dominant role of the Ministry of Education in the definition of universities’ strategic goals combined with the great autonomy traditionally granted to the departments and to single academics leave little room for manoeuvre.

The case of the Italian higher education system highlights the importance of the rules of governance for public value production. The analysis shows that the actual governance of the higher education institutions does not favour the construction of a public value proposition by the universities’ managers. This aspect raises the more general question of identifying the necessary conditions for realizing the public value proposition and determining its presence in all public administrations.

This article contributes to the understanding of mechanisms that hinder the capability of public institutions’ to develop their own public value proposition.