Enrico Bracci, Enrico Deidda Gagliardo and Michele Bigoni
This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies.
Abstract
Purpose
This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies.
Design/methodology/approach
This article draws on the public value dynamic model by Horner and Hutton (2010). It presents the results of a case study of implementation of a PMS model, the ‘Value Pyramid’ (VP).
Findings
The results stress the need for an improved conceptualization of PMS within public value strategy. Through experimentation using the VP, the case site was able to measure and visualize what it considered public value and reflect on the internal/external causes of both creation and destruction of public value.
Research limitations/implication
This article is limited to just one case study, although in-depth and longitudinal.
Originality/value
This article is one of the first attempting to understand the role of PMS within the public value strategy framework, answering the call of Benington and Moore (2010) to consider public value from an accounting perspective.
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To fill the gap in the literature with regard to public value measurement (PVM) and to provide a model for measuring public value at an individual organizational level, based on…
Abstract
Purpose
To fill the gap in the literature with regard to public value measurement (PVM) and to provide a model for measuring public value at an individual organizational level, based on managerial control systems (MCS).
Design/methodology/approach
This article helps review the literature on PVM and propose a model for measuring the value generated by individual organizations. Measurement challenges and potential solutions are investigated.
Findings
Public value generated by an individual organization can be calculated by measuring if and to what extent the organization’s outcomes and objectives have been achieved. Public value production and measurement are part of a wider PVM process, which is congruent with the major elements of MCS, from planning to operations, and measurement to evaluation.
Research limitations/implications
This article provides knowledge to support the measurement of public value produced by public sector organizations. However, the suggested use of MCS for a comprehensive measure of the public value produced by a public body does not allow for a comparison of the public values generated by different organizations, as the value is calculated against the objectives set by that specific organization. More research is needed in order to fully utilize this model in practice.
Practical implications
The findings may help public sector organizations, policymakers and public managers measure the public value produced by a public organization as a whole.
Social implications
This article may help citizens and other stakeholders understand the public value produced by a public organization.
Originality/value
This article is based on an original research undertaken by the author and faces the relatively neglected issue of PVM. It suggests the use of public value MCS as a model for measuring public value produced by individual organizations.
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Karinna Nobbs, Christopher M. Moore and Mandy Sheridan
Since the concept of the flagship store format was first introduced to retailing in the 1970s, both its form and function have evolved considerably. The highest concentration of…
Abstract
Purpose
Since the concept of the flagship store format was first introduced to retailing in the 1970s, both its form and function have evolved considerably. The highest concentration of flagships can be seen in the luxury fashion market. This paper aims first to define the flagship concept in terms of its key characteristics, and second to outline the academic and industry developments, thereby charting its evolution.
Design/methodology/approach
Research was undertaken qualitatively due to the exploratory theory building nature of the subject area and the absence of accepted theoretical frameworks. This took the form of non participant observation and in‐depth interviews with brand representatives within seven major fashion capitals.
Findings
The research identifies essential elements of the luxury store format: its scale and size which usually exceeds functional need; it is derived and built on the twin features of exclusivity and uniqueness; it seeks to offer the customer a justification for their visit. The format evolves and adapts to find new ways of generating and communicating differentiation.
Research limitations/implications
The findings provide direction for future research in the area, in particular, an opportunity to investigate how luxury flagship stores adapt in order to accommodate market conditions.
Originality/value
The paper delineates the characteristics of the luxury flagship store format and identifies a new characteristic of this format.
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Approximately a decade ago, at the commencement to what has now become my vocation – namely teaching local government managers – a close colleague and myself ‘discovered’ the…
Abstract
Approximately a decade ago, at the commencement to what has now become my vocation – namely teaching local government managers – a close colleague and myself ‘discovered’ the theory of public value creation that was initially set out by Mark Moore in his 1995 book Creating Public Value: Strategic Management in Government and subsequently published a few articles on it. Reflecting on teaching the theory for the ensuing decade, three consistent themes emerge from my engagement with students. First, the appeal of the theory as we originally encountered it, in both its parabolic form and in its more advanced articulation, as a theory of public management; also, as a theory of the state. Second, students are consistently drawn to the ethical dimension of the theory. Here, the author demonstrates this appeal by way of an example from the work of one of his recent students. Third, the author provides an account of what has emerged as a potential problem – that the theory has an emotivistic appeal. The author argues that this potential problem can be countered by a thorough understanding of the work, and ensuing developments.
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Christopher M. Moore, Anne Marie Doherty and Stephen A. Doyle
Employing the qualitative method, this paper sets out to investigate the role and function of flagship stores as a market entry mechanism employed by luxury fashion retailers.
Abstract
Purpose
Employing the qualitative method, this paper sets out to investigate the role and function of flagship stores as a market entry mechanism employed by luxury fashion retailers.
Design/methodology/approach
The paper employs an interpretive research position, utilising qualitative techniques in the form of semi‐structured interviews with élite informants. In total, 12 luxury fashion retailers form the empirical focus of the work.
Findings
The paper identifies the defining characteristics of luxury retailers' flagship stores. It finds that luxury flagship stores represent a strategic approach to market entry that is employed to support, enhance and develop distribution activities within a foreign market. The interdependence of flagship stores and the wholesaling method of distribution is highlighted. The importance of the flagship store in reinforcing and enhancing the retailer's luxury status and enhancing and maintaining relationships not only with customers but also with distribution partners and the fashion media is found to be significant.
Practical implications
The paper provides practical information to luxury retailers on the role and importance of flagship stores as a method of entering international markets.
Originality/value
Flagship stores are a pivotal aspect of any luxury fashion retailer's internationalisation strategy. For the first time in the literature, the paper provides insights into their form and function and an understanding of why they are crucial to the international development of luxury retailers despite their prohibitively high cost.
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The notion of virtue ethics emphasises individual character as the key element of ethical thinking, which may in turn affect individual actions. There is, however, a lack of…
Abstract
The notion of virtue ethics emphasises individual character as the key element of ethical thinking, which may in turn affect individual actions. There is, however, a lack of attention to this aspect in mainstream theories and practices of motivation in organisations. To address this gap, this chapter focusses on theory of intrinsic and extrinsic motivation, and argues that it may be integrated with the conceptual framework of virtue ethics proposed by MacIntyre at the individual and organisational levels. A change in value-orientation may also enable a focus on good work instead of a narrow focus on monetary rewards. This chapter reviews literatures on motivation and MacIntyre’s framework, and develops a conceptual model to integrate virtue ethics with motivation. At the end, some avenues for future research are discussed.
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The purpose of this chapter is to assess the notion, measurement, and impact of institutional “public value” in an effort to determine its relevance, origin, and implementable…
Abstract
Purpose
The purpose of this chapter is to assess the notion, measurement, and impact of institutional “public value” in an effort to determine its relevance, origin, and implementable government focus to create, maintain, and stimulate national productivity/wealth.
Methodology/approach
A literature review is presented along with the conceptualization of the public value thinking; an empirical analysis (in force of accredited official dataset-information) will test research assumptions.
Findings
The chapter identifies both the main features of “public value” and the possible impacts of public domain on the quality of private institutions and relating markets functioning (financial, labor, goods, technology), through aggregate statistics.
Research limitations/implications
The public value dynamics may be affected variously by the different context factors/cultures characterizing the international economies/years examined. Nonetheless, global statistics/indicators appear as interesting as significant.
Practical implications
The endeavor of this chapter is to invite scholars, administrators, and practitioners to take into consideration the findings and stimulate the government/management of public value (which is more and more entrepreneurial) also for facilitating doing business.
Social implications
This study contributes to shed light on the complex mechanisms of accumulation and diffusion of public value addressing future research on the role of property rights, ethicality, undue influence, institutional efficiency, and security.
Originality/value
The hendiadys “Value” and “Public” has been for several years examined mostly from the normative viewpoint. This chapter moves on to the field of practical assessment of public institutions by adopting an econometric model which points to identify concrete drivers and relating effects on productivity.
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Luis Alfonso Dau, Elizabeth M. Moore and Max Abrahms
This chapter examines the impact of national membership in international organizations on female entrepreneurship. Drawing on the institution-based view from global strategy and…
Abstract
This chapter examines the impact of national membership in international organizations on female entrepreneurship. Drawing on the institution-based view from global strategy and civil society theory from international relations, we show how international organizations can promote entrepreneurship opportunities for women with respect to the United Nations’ sustainable development goals (SDGs). This research has both practical and social implications. From a practical perspective, it provides important insights for policy makers and entrepreneurs. Policy makers can use the findings to understand how the international organizations that countries join affect entrepreneurship, particularly the United Nation’s SDGs Entrepreneurs can also use the findings to advocate mutually beneficial conditions for host environments, particularly those dedicated to female empowerment. A sample of 44 countries, 5 years of data, and 130 country-year observations finds robust support for our assertions.
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Mark L. Weinberg, Hugh D. Sherman, Julia Zimmerman and Eleni A. Zulia
Like other public and nonprofit leaders, academic librarians face multiple challenges (McGregor, 2000) such as tight and declining budgets, technology-savvy users, higher…
Abstract
Like other public and nonprofit leaders, academic librarians face multiple challenges (McGregor, 2000) such as tight and declining budgets, technology-savvy users, higher performance expectations from clients and overseers, complex production networks, rapid technological change, and increased competition (Stoffle, Allen, Morden, & Maloney, 2003). These challenges require new leadership roles, skill sets, and techniques for academic librarians, as well as restructuring the library organization. A discussion of their changed roles and organizations contextualizes the discussion of how academic librarians should meet the challenges of a changed service environment (Stoffle et al., 2003). However, a void in the discussion is the failure to suggest a leadership role best suited to governing complex academic libraries, as well as the lack of a coherent strategic framework to guide academic librarians in formulating, implementing, and assessing strategy to create additional value (Gilreath, 2003).