This book chapter responds to the growing recognition that current non-financial reporting (NFR) practices are insufficient in capturing the full spectrum of a corporation’s external impacts. Drawing upon the emerging discourse on public value (PV) and the inherent ‘publicness’ of corporations, we propose a conceptual framework for integrating PV principles into NFR. The research is relevant by considering the concept of ‘publicness’ in which all organisations, including companies, create important impacts on the society. Building on three distinct streams of PV research, we delineate the components of PV reporting and address key questions of why, what, and who to report. Our framework emphasises the importance of considering the broader societal implications of corporate activities and highlights the need for transparency and accountability in reporting practices. While not offering a prescriptive solution, this framework serves as a fundamental step towards more comprehensive and nuanced PV reporting guidance, calling for further research and validation. This chapter aims to provide practitioners with insights into evaluating and understanding the multifaceted nature of corporate external impacts, facilitating informed decision-making.

Despite decades of disability rights advocacy, people with disabilities continue to be excluded from meaningfully participating in the labour force. This article examines the enabling and inhibiting factors to the co-production of disability-inclusive employment. Semi-structured interviews were conducted with 17 people with visual impairment working in a social enterprise in Hong Kong. Thematic analyses revealed four enablers of co-production (operationalising an asset-based employment paradigm, devolution of power and control structures, normalisation of work-based performance appraisal and co-production of an inclusive organisational culture) and three inhibitors (internalised devaluation, organisational resource constraints and absence of a supportive employment ecosystem). This article demonstrates that co-production is a useful framework to inform inclusive workplace processes. The findings advance co-production and disability scholarship by revealing the complex interactions between people with disabilities and their work environment. This article argues that the co-production of disability-inclusive employment requires conscientious and active involvement from both employers and employees. Creating an inclusive workplace environment safeguards the rights of people with disabilities to participate meaningfully in society.We found that an inclusive workplace environment can be achieved when organisations employ people with disabilities based on their strengths and talents (rather than emphasising their impairments), provide channels for people with disabilities to participate in decision-making processes (rather than requiring staff to simply follow orders), evaluate work performance based on work quality (rather than shying away to do so because of one's impairment), and create an open culture for mutual learning and accommodation.Barriers to create an inclusive workplace environment include self-doubt, resource constraints, and the lack of supportive employment measures.Creating an inclusive workplace environment requires conscientious, continuous, and active participation of people with disabilities, employers, and colleagues.People with disabilities have the agency to shape the creation of an inclusive work environment.

This Cambridge Element aims to advance theory by investigating the nature of participation in public service delivery. It situates itself under the theory of Public Service Logic to advocate for a strategic orientation to participation as an element of value creation in public services. It introduces the concept of participation and discusses the motives, incentives, and tools to engage citizens in public service delivery processes. Then, it frames citizens' participation under the approach public service ecosystem to capture the dynamic relationships among citizens, other actors, processes, and structures that may contribute to determining value in public service delivery. It presents the dynamics of value creation and destruction in public service. The Element concludes with implications for research and practice. This title is also available as Open Access on Cambridge Core.

This article argues for the need to go beyond appreciating hierarchy and network as separate coordination processes. Rather it conceptualizes a mandated platform approach to facilitate inter-municipal collaboration with little collaboration experience and diverse interests. Based on a mandated regional platform in China, this article examines what an appropriate mandate is, and how network coordination evolves on this mandated platform. Practically, this study provides a potentially new coordination approach that integrates hierarchy and network. It also has important theoretical implications to enhance our understanding of hybrid coordination and collaborative governance in the public management field.

IMPACTPublic services do not necessarily lead to value creation. Instead, they can destroy value and make service users' lives worse. In this article, we reflect on the growing discourse on 'value destruction' and make two contributions. First, we distinguish three characteristics of value destruction perspective. Second, we offer a parsimonious process model of value destruction. We suggest to policy-makers and public managers that value destruction can occur at any stage of public service design/delivery, damaging individual citizens and/or the whole society. There is no one-size-fits-all countermeasure, but contingency planning and a whole picture, dynamic thinking, are important.

Public services do not always create value. Rather, when poorly organized and/or delivered, they can destroy value and make service users' lives worse. However, such "value destruction" is presently weakly conceptualized in public management theory. Consequently, this paper is devoted to the empirical examination of value destruction and hence its conceptualization. At the heart of the paper, we recognize the multiplicity of public value and private value objectives in complex public service environments and the dyadic tension between these two value constellations. Drawing upon qualitative data derived from public carbon reduction projects, we establish a conceptual framework. This framework accounts both for the types of value destruction and for the tension between public and private value. Subsequently, the framework disentangles the value destruction concept into four categories: value ignorance, value disproportion, value backlash, and value exploitation. Finally, the implications of this new conceptual framework for public management theory and practice are explored.

At the heart of Public Service Logic (PSL) is an explicit focus on 'value' in the context of public services. However, the concept of value remains undertheorized. This paper integrates insights from the fields of Service Management and Marketing (SMM) and Public Administration and Management (PAM), and develops a novel conceptual framework to explicate the elements of value. This framework draws upon practitioners' perceptions. It explicates the value concept within four dimensions: utilitarian/functional, hedonistic/aesthetical, relational/interactional, and epistemic/instrumental. The paper provides an important contribution, allowing for a more differentiated understanding of the concept of value across individual, organizational and societal levels

This paper explores the interactions between theory and practice and between discipline and profession in the public administration and management community. It argues that it is unhelpful to seek hegemony for either concept or domain in these dyads. Rather it argues for a praxis ecosystem approach that explores the interactions between these elements. It argues that tension and conflict within the praxis ecosystem is natural and to be expected—and may well drive forward both theory and practice and the discipline and profession. The key task with the ecosystem is thus to govern these tensions rather than seek to eradicate them. It ends by exploring what this approach means in practice for praxis ecosystems.

This article develops the concept of the "public service ecosystem" across four levels-the institutional, service, individual, and beliefs levels. It does this by integrating service management and marketing theory with public administration and management theory. Consequently, it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels. It concludes with the key implications for public administration and management theory and pactice.

Nowadays, policy narratives as a communication strategy are frequently used by governments to persuade target populations and obtain policy support. However, few studies have empirically examined whether and through what mechanisms policy narratives can enhance policy support intention. To fill this gap, this study uses the case of energy conservation policy to conduct a survey experiment among 300 industrial enterprises in Liaoning, China. The findings indicate that policy narratives are effective in strengthening policy support intention; this effectiveness is achieved through a mediating variable of subjective policy understanding. In other words, only when policy narratives make target populations think they understand the policy can they show strong policy support intention. Additionally, we examine how policy narratives should be designed to enhance subjective policy understanding. The study finds that a simple narrative form (i.e. reducing policy details and using images and symbols) and a narrative content with positive incentives (i.e. showing material and reputational incentives) are two measures to enhance subjective policy understanding, which then leads to strong policy support intention. The implications of these findings for the policy narrative theory and policy implementation practice are discussed at the end of the article.

This article develops the concept of the “public service ecosystem” across four levels—the institutional , service , individual , and beliefs levels . It does this by integrating service management and marketing theory with public administration and management theory . Consequently , it explores both the dimensions of value and value creation within the public service ecosystem at each level, and the interactions and inter-relationships across these levels . It concludes with the key implications for public administration and management theory and pactice .

This article argues for the 'public service ecosystem' as an organizing framework through which to appreciate the interactions and integration of the institutional, service, and individual levels in public service delivery. It offers a heuristic ('Appreciate-Engage-Facilitate') through which to understand and support the role of public managers in value creation at all levels of such ecosystems. IMPACT Public service ecosystems are an increasingly influential concept in public administration and management theory. This article explores their implications for public service management practice. It offers a framework for public service managers to understand how the concept can impact upon their practice. It emphasises the need for practitioners to be able to work across the three levels of the ecosystem identified and how they might most effectively impact upon these levels.

This article interprets and defines preventive environmental group events by clarifying the extension range of this concept and its logical relationship with other relevant concepts including"NIMBY" events and environmental group events. Venn diagrams and Concept maps are applied in the interpreting process. Then on this basis, specific features are presented through the case evidence. The findings in-dicate that as a sub-group of the environmental group events, preventive environmental group events constitute a pair of crossover concepts with NIMBY events, and present new features in practice including regional limitation, direct opposition between government and people, hierarchy of media involvement and imitativeness.

Under the campaign-style governance context,vertical intergovernmental cooperation is showing unprecedented vitality and efficiency.In this article,we analyze the achievement of intergovernmental cooperation in campaign-style governance with a specific case based on grounded theory.We find that there are four microscopic processes of vertical intergovernmental cooperation in this particular environment,which can be summarized as two implementation paths of the dominant and stealth,matrix structure temporary command system,grid management structures and the unusual use of a variety of conventional mechanisms,and all of these help ensure the achievement of hierarchical cooperation.Our analysis shows that these mechanisms and structure innovation are part of the bureaucratic system of internal self-optimization,and this basic idea of innovation can be extended to conventional governance environment to improve the conventional governance level and to enhance the national governance capacity.

论文以济南创建国家卫生城市为研究案例，借助内容分析法，围绕运动式治理对官僚系统结构及运行的影响展开探索性研究。研究发现，运动式治理中的层级协同，遵循着下行的权力路径与上行的治理路径：前者通过高层的竞争性授权，实现对现有官僚系统服从意愿和行动能力的考察，进而强化中央权威；后者则通过强化部门合作、调动社会力量，实现行政系统结构的整合和结构性治权的再生产。在我国权威型体制下，以上机制与路径反映出，运动式治理不仅是绩效导向的，而且是结构导向的。巩固行政层级关系，汲取治理权力和资源，打造“全能政府”，是运动式治理频繁出现的重要内在逻辑。

The multiple streams model proposed by John W.Kingdon is one of the most popular theories in policy research field, and has been acknowledged and applied comprehensively by scholars. This paper introduces the content of the model first, and then clarifies the specific characteristics of Chinese public decision by comparing and analyzing the difference in subjects’ participation logics between China and other countries. The key point of this research is optimizing the model combined with Chinese specific cases on the basis of western modifying idea. This research shows that there are four main optimizing paths including improving the integration of streams, emphasizing the central role of political streams, separating the focusing events, and temporary decision making in special circumstances, and the combination of these four paths will be helpful for further improving the model applicability.