Delivering 'public value': Implications for accountability and legitimacy

Parliamentary Affairs

Volumn 62, Issue 3, 2009, Pages 438-455

  Gains, Francesca ^a   Stoker, Gerry ^b  

^a UNIVERSITY OF MANCHESTER   (United Kingdom)

^b UNIVERSITY OF SOUTHAMPTON   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 67651229630     PISSN: 00312290     EISSN: 14602482     Source Type: Journal    
DOI: 10.1093/pa/gsp007     Document Type: Article

References (63)

1. By public managers we are referring to civil servants in central, regional government and executive agencies, local government officers and other managers in publicly funded organisations.
2. M. Moore, Creating Public Value, Harvard University Press, 1995.
3. D. Richards, New Labour and the Civil Service, Palgrave, 2007.
4. Interview with M. Moore, National School of Government, http://www2.nationalschool.gov.uk/ media/markmooreinterview.asx 21 March 2008.
5. Ibid., 1995.
6. G. Kelly, G. Mulgan and S. Muers, 'Creating Public Value' Strategy Unit, Cabinet Office, 2002; See also the Work Foundation http:// theworkfoundation.com/products/publicvalue.aspx especially R. Blaug, L. Horner and R. Lokhi, Public Value, Politics and Public Management, Work Foundation, 2006.
7. G. Stoker, 'Public Value Management: A New Narrative for Networked Governance', The American Review of Public Administration, 36, 2006, 41-57.
8. T. Blair, Speech at the Civil Service Reform, Delivery and Values event, 24 February 2004, http:// www.cabinetoffice.gov.uk/about-the-cabinet-office/ speeches.aspx 6 November 2007.
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53. Stoker et al., op. cit., note 49.
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57. Private conversation; Stoker et al., op. cit., note 49.
58. Private conversation.
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