Facing NPG implementation problems in municipal organizations: The wickedness of combined value systems

Implementing new value systems in municipal organizations to add societal value is extremely challenging. Value tensions emerge inside public organizations when the traditional (TPA) and market (NPM) value systems are confronted with new collaborative value systems (NPG). A multi-level case study, b...

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Bibliographic Details
Published in:Public policy and administration Vol. 39; no. 3; pp. 365 - 383
Main Authors: Kuitert, Lizet, Volker, Leentje, Grandia, Jolien
Format: Journal Article
Language:English
Published: London, England SAGE Publications 01.07.2024
SAGE PUBLICATIONS, INC
Subjects:
Case studies
Cities
Civil service
Governance
Government employees
Implementation
Organizations
Professions
Public administration
new public management
traditional public administration
value tensions
collaborative governance
new public governance
Hybridity
value systems
ISSN:0952-0767, 1749-4192
Online Access:Get full text
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Summary:Implementing new value systems in municipal organizations to add societal value is extremely challenging. Value tensions emerge inside public organizations when the traditional (TPA) and market (NPM) value systems are confronted with new collaborative value systems (NPG). A multi-level case study, based on interviews, observations and documents, was conducted in two large Dutch municipalities to analyze implementation challenges that civil servants encounter due to the implementation of NPG. By integrating a governance mechanisms-based approach with a value tension approach, the paper contributes to the understanding of internal hybridity in municipal organizations, and the wickedness of organizing public administration when implementing NPG, by identifying both vertical - formalization, flexibilization, and misalignment in top-down and bottom-up governance - and horizontal - different organizational pillars, professions, and value interpretations - implementation challenges. The paper concludes that in the paradoxical situation of complex policy arenas, values elements of TPA and NPG governance models associated with “doing it right” remained dominant in the trade-offs with new values of NPG modes associated with “doing the right thing”. Value conflicts hinder civil servants in ‘doing the right thing right’.
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ISSN:0952-0767
1749-4192
DOI:10.1177/09520767231189016