Value Dynamics: Towards a Framework for Analyzing Public Value Changes

TY - JOUR

T1 - Value Dynamics

T2 - Towards a Framework for Analyzing Public Value Changes

AU - Beck Jørgensen, Torben

AU - Vrangbæk, Karsten

PY - 2011/1

Y1 - 2011/1

N2 - This paper presents a preliminary framework for analyzing how values in the public sector change over time. The specific dynamics are conceptualised as three types of change mechanisms: a teleological, a conflictual and a value-internal change mechanism. Choice of governance systems - hierarchy, clan, network or market - is an example of designing control systems to promote particular values. Another change mechanism is rooted in conflicts between values and the actors carrying these values leading to various organisational responses. Finally, influenced by basic properties of a value changes may follow several distinct patterns such as life cycles, pendulum dynamics, enlargement of scope, refinement and turbulence. The possible outcomes of value dynamic processes are basically changes in value configurations: crowding out, sedimentation, the core-periphery hypothesis, division of labour, and re-interpretation. The paper uses examples from a Danish context, but argues that the value dynamics identified have a more universal scope.

AB - This paper presents a preliminary framework for analyzing how values in the public sector change over time. The specific dynamics are conceptualised as three types of change mechanisms: a teleological, a conflictual and a value-internal change mechanism. Choice of governance systems - hierarchy, clan, network or market - is an example of designing control systems to promote particular values. Another change mechanism is rooted in conflicts between values and the actors carrying these values leading to various organisational responses. Finally, influenced by basic properties of a value changes may follow several distinct patterns such as life cycles, pendulum dynamics, enlargement of scope, refinement and turbulence. The possible outcomes of value dynamic processes are basically changes in value configurations: crowding out, sedimentation, the core-periphery hypothesis, division of labour, and re-interpretation. The paper uses examples from a Danish context, but argues that the value dynamics identified have a more universal scope.

U2 - 10.1080/01900692.2011.583776

DO - 10.1080/01900692.2011.583776

M3 - Journal article

SN - 0190-0692

VL - 34

SP - 486

EP - 496

JO - International Journal of Public Administration

JF - International Journal of Public Administration

IS - 8

ER -