A Proposal for a Standard With Innovation Management System

Isabel Ferreira and Luís Alfredo Amaral
the so-called approach to public value (Moore, 1994), the paradigm post-competitive. This paradigm
signalizes a change of the main focus on the outcomes and efficiency, already inherent in the act of
managing in itself, leaning towards the pursuit of the government wider goal, the pursuance of the
preferences of citizens in the way of using their taxes (the State’s shareholders) expressed through
public policies (O`Flynn, 2005), where the contract works as an enforcement instrument of those
policies.
The approach guides towards the public value, supports a paradigmatic change in the way of thinking
the State and its purpose; in the way of thinking the Government and the formulation of public
policies; in the way of structuring the public administration and, in these terms, new ways of operating,
operation and management of public services and entities (Moore, 1995; O`Flynn, 2007). To manage
public services and entities in a cost perspective is not to manage on the basis of value. Cost is not
value (Hui and Hayllar, 2010). And value is also different from satisfaction in the service consumption,
expressing an individual preference and not a collective one (Stoker, 2006). The value of public
services should not be only related to the effectiveness and efficiency of the used resources, obtained
from the contributions of the citizens and the market. Social and economic improvements should be
an overriding goal (O´Flynn, 2007).
According to O`Flynn (2005), public value is described as a multidimentional construct: (i) a reflection
expressed by the community, politically mediated by the preferences consumed by citizens; (ii) a
reflection created not only by the outcomes, but also through processes that can engender trust and
equity. It is, thus, considered as a way of thinking and understanding the governmental activity, of
supporting in the formulation of public policies and, consequently, in the service provision, all this with
several important implications to public managers, that do more than guide a market process, through
contract formation (O`Flynn, 2007). They balance technical hiring concerns (policies enforcement)
and policies formulation to ensure the public value (O`Flynn, 2007 citing Warner and Hefetz, 2004),
reflecting, so, their wills in the way of using theis taxes. Stoker (2006) describes the public value as
preferences collectively built through resolutions involving politicians, officials and main interested
parties. Horner and Hazel (2005) define it as the correlated of the shareholder's return, in this case,
the citizen/taxpayer. The citizens preferences are the base of the public value. They are the ones who
define, in a democratic system, what represents value: the public collective preferences (Moore,
1995). Those preferences are demonstrated in several ways, since the vote, public consultation,
petitions (O`Flynn, 2007) and participatory budgets, among others.
Public value is something brought by public administration to their citizens (O`Flynn, 2007). The (i)
services, the (ii) outcomes and the (iii) legitimacy and trust are the three major branches of public
value.
The identification of public value involves a pro-active model of management (Moore, 1995) based on
a network of relationships between public services and entities, the market and the civil society,
aiming to achieve a better, transparent and accountable governance (Moreira, 2002). In the direction
adopted by OECD (1995),governance means the act of governing, in the broad sense. The role of the
State (duties) and its relationship with the market and tha civil society will have implications at the
level of the government role and, in these terms, dimension and structure of the public administration.
It incorporates, so, the relationships between the government, citizens and economic operators,
according to Figure 1.
The governance aims to shape and regulate the social order and this task is not only of the States
and Governments responsibility (and its administrative mechanism), but also of the economic
operators and citizens. The governance aims to build the good citizen (Coleman, 2008). This kind of
relationships, between State/ Market/ Civil Society, as well as the public context where the public
manager operates, are aspects that differentiate the public sector management from the private
sector management, fact recognized as fundamental by the supporters of public value (O`Flynn,
2007).
According to the European Comission in the report “Value for citizens: a vision of public governance
em 2020” the focus of the public sector activity is the creation of public value and the empowerment.
In these terms, the citizens must be in the heart of the processes management and the technologies
must be used to enhance the network management, providing to citizens what they expect from public
services: transparency and accountability.
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