A Proposal for a Standard With Innovation Management System

Isabel Ferreira and Luís Alfredo Amaral
Figure 1: Governance dynamics
To understand this dynamic is, according to Soares (2009), fundamental to understand the ICT
utilization area and, in these terms, framing the concept holistic and ecletic of the eGovernment.
3. To create public value through ICT
In the previous point it is approached the public value as the maximization of the value of the citizens,
by asking to the public managers three nuclear questions: (i) what is the purpose of the public entity?;
(ii) from whom that entity deliver accountability (accountable)?; and (iii) how one can know if the entity
is being successful? (Coats and Passmore, s.d.).
In the paradigm of the public value, the government action is interconnected and interdependent and,
as such, demands a more collaborative effort in the pursuit of public value, where the ICT assume a
preponderant role in the public services and entities changing processes and, in these terms, in the
assumption and dissemination ot this model of public management (Coats and Passmore, s.d). These
authors present a dynamic of public value, espressed in Figure 2, highlighting the relationship
between authorization (how is the public value legitimated?), creation (how is the public value
produced?). Such factors are encapsulated in the notion of strategic triangle of Moore (1995), where
is discussed the importance of aligning the authorization environment, operational and administrative
abilities and the values, goals and missions to achieve the public value.
Figure 2: Dynamics of the public value’s strategic triangle and the role of ICT
The authorization of the public value, expressedin public policies according to the public entities
purposes and organizational competences, is legitimated by citizens through the vote, within the
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