Professor Laurence Ferry laurence.ferry@durham.ac.uk
Professor
This article outlines how a local authority, Newcastle City Council (NCC), employed a public value strategy to address austerity localism. Borrowing from neo-institutional theory, it traces how organizational change constituted also a variation of democratic deliberation practices. Legitimation of budget decisions against central government cuts involved such practice variations as public consultations to change NCC’s vision and mobilize support, building operational capacity beyond the organization, and new accountings for measuring public value. Insofar as such organization changes constituted instances of institutional entrepreneurship of local government as a key democratic institution, our article refines existing theorizing of public value accounting.
Ferry, L., Ahrens, T., & Khalifa, R. (2019). Public value, institutional logics and practice variation during austerity localism at Newcastle City Council. Public Management Review, 21(1), 96-115. https://doi.org/10.1080/14719037.2018.1462398
Journal Article Type | Article |
---|---|
Acceptance Date | Feb 20, 2018 |
Online Publication Date | May 1, 2018 |
Publication Date | 2019 |
Deposit Date | Feb 20, 2018 |
Publicly Available Date | Nov 1, 2019 |
Journal | Public Management Review |
Print ISSN | 1471-9037 |
Electronic ISSN | 1471-9045 |
Publisher | Taylor and Francis Group |
Peer Reviewed | Peer Reviewed |
Volume | 21 |
Issue | 1 |
Pages | 96-115 |
DOI | https://doi.org/10.1080/14719037.2018.1462398 |
Public URL | https://durham-repository.worktribe.com/output/1339406 |
Accepted Journal Article
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Copyright Statement
This is an Accepted Manuscript of an article published by Taylor & Francis in Public Management Review on 01 May 2018, available online: http://www.tandfonline.com/10.1080/14719037.2018.1462398.
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