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Public value, institutional logics and practice variation during austerity localism at Newcastle City Council.

Ferry, L. and Ahrens, T. and Khalifa, R. (2019) 'Public value, institutional logics and practice variation during austerity localism at Newcastle City Council.', Public management review., 21 (1). pp. 96-115.

Abstract

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.

Item Type:Article
Full text:(AM) Accepted Manuscript
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Status:Peer-reviewed
Publisher Web site:https://doi.org/10.1080/14719037.2018.1462398
Publisher 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.
Date accepted:20 February 2018
Date deposited:21 February 2018
Date of first online publication:01 May 2018
Date first made open access:01 November 2019

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