Accountability

, 8

Activation

, 14–15

Adaptive innovation, re-bouncing and for

, 17–18

Appointed executives

, 59

Arenas

, 62–64

Better Broadband for Norfolk (BBfN)

, 50

Business leadership

, 43, 51–52

Cash for Kids appeal

, 46

Civic and community action

, 36–37

Civic crown

, 35–36

Civicness

, 35–38

community domain

, 62–64

definition

, 35–36

engagement

, 35–36

macro-level

, 36–37

meso-level

, 36–37

micro-level

, 36–37

research agenda on

, 37–38

Civil servants

, 59

Co-creation

, 4

Collaborative governance

, 13–14

Collaborative innovation

, 15–16

Community leadership

, 43, 45–47

Corporate governance school

, 34

COVID-19 pandemic

, 16–17, 37–38

Creating Public Value

, 7

Creative thinking

, 33–34

Cross-sector collaboration

, 12–13

DECODE project

, 34–35

Discourse reframing

, 35

Dublin City Council

, 50

Entrepreneurial ecosystem

, 27–28

Entrepreneurship

, 34–35

Equality

, 41–42

Extra-organizational forms

, 64

Facebook

, 27

FC Porto

, 51

Forums

, 62–64

Framing

, 14–15

Function of co-consultation

, 63–64

Function of co-deliberation

, 63–64

Hull Chambers of Commerce

, 51–52

Infusing government decision making

, 69–70

Institutional design strategies

, 14–15

Integrative leaders

, 24–25

Integrative public leadership

, 22

Integrative thinking

, 13

Interactive governance

, 34

Inter-organizational domain

, 59–61

Layering

, 23

Leadership

, 40–43

dynamics

, 35

integrative public leadership

, 22

managerial leadership

, 49–50

political leadership

, 46, 48

Managerial leadership

, 49–50

Many-to-many (multilateral) collaborative relationships

, 27

Meso-micro interface

, 5

Mobilizing

, 14–15

Movement for Community-Led Development

, 46

Multi-actor perspectives

, 63

Multi-actor theory

, 10

Multi-level territorial political communities

, 70

Nationalism

, 38

Network management strategies

, 14–15

Networks

, 14, 59, 61

New Public Management

, 11–12

Norfolk County Council

, 50

Oppositional thinking

, 13

Organizational generosity

, 36

Outsourcing

, 23

Place-based perspective

, 37

business leadership

, 43, 51–52

community leadership

, 43, 45–47

leadership

, 40–43

managerial leadership

, 49–50

methodology

, 43–44

political leadership

, 42–43, 46, 48

public managerial/professional leadership

, 43

research strategy

, 44

trade union leadership

, 43

Platforms

, 62–64

Policy implementation

, 17

Policy mixes

, 13–14

Political leadership

, 42–43, 46, 48

Politics/management zone

, 60

Post-capitalism

, 5

Post-managerial perspective

, 37

Process management strategies

, 14–15

Professional organizations

, 61

Profit maximization

, 21–22

Public administration

, 5

Public and entrepreneurial school of strategic management

, 34–35

Public employees

, 36

Public management

, 1–2, 69–70

definition

, 1–2

domains

, 58

opportunity

, 23–24

Public managers

, 7–8, 24, 26, 65, 67, 70–71

professional leadership

, 43

Public organizations

, 3–4, 16–18, 58–59, 70–71

Public-private partnerships

, 61

Public sector organizations

, 15

Public service ecosystems

, 62–64

Public value

, 2

approach

, 2

co-creation

, 3, 5

collaborative governance

, 12–14

concept of

, 9

cross-sectoral collaboration, network management

, 12–14

governance

, 11–12

governance paradigms

, 11

network management strategies

, 14–15

public managers

, 7–8, 11–12

public value co-creation. See Public value co-creation

society

, 5

strategic triangle

, 7–10

theory

, 10

Public value co-creation

, 70–71

civic/community domain

, 62–64

collaborative innovation

, 15–16

creative thinking

, 33–34

cultural school

, 34

domains and actors for

, 58–64

extra-organizational forms

, 64

inter-organizational domain

, 59–61

multi-actor perspective

, 63

multi-actor theory of

, 10

networks

, 59–61

place-based perspective. See Place-based perspective

politics/management zone

, 60

public management domains

, 58

public manager

, 65–67

public organization domain

, 58–59

public-private partnerships

, 61

strategically collaborative public value generation

, 27–35

strategic management schools

, 29–33

turbulent times

, 16–18

Public value society

alternatives for

, 22–23

integrative public leadership

, 22

layering

, 23

outsourcing

, 23

public management opportunity

, 23–24

public managers

, 24–26

resistance

, 23

strategically collaborative public value generation

, 27–35

strategic reconnection

, 23–24, 26

Qualitative thematic analysis

, 44

Rebounding capacity

, 16–17

Research strategy

, 44

Resistance

, 23

Robustness capacity

, 16–17

Shared recognition

, 1

Social practices

, 34

Social systems

, 16

Strategically collaborative public value generation

, 27–35

Strategic management schools

, 29–33

Strategic reconnection

, 23–26

Street-level bureaucrats

, 59

Substantively valuable

, 8

Sustainable Development Goals (SDGs)

, 46

Swansea City council

, 48

Synthetizing

, 14–15

Systemic and extra-organizational level

, 3–4

Territorial political communities

, 70

The Value of Public Value

, 4–5

Tolerance

, 41–42

Trade union leadership

, 43

Traditional Public Administration to New Public Management

, 11

Trust

, 41–42

Turbulent times

, 16–18

Twitter

, 27

UK House of Commons Science Technology Committee

, 53

Units of analysis

, 2–3

Violence Reduction Unit (VRU)

, 49

Volunteers

, 36