СУТНІСТЬ ТА ОСНОВНІ ПРИНЦИПИ ПУБЛІЧНОГО УПРАВЛІННЯ: ЕТАПИ СТАНОВЛЕННЯ, КОНЦЕПТУАЛЬНІ ЗАСАДИ ТА ЕВОЛЮЦІЯ В УМОВАХ ЦИФРОВІЗАЦІЇ

This chapter introduces the ‘New Digital Era Governance’ as a new paradigm in public administration scholarship by compounding on the changing roles of digital technologies in public governance. Particularly, the chapter highlights the challenges inflicted upon public administration and society with the advancements of new digital technologies, such as big data, artificial intelligence, and blockchain. By comparing the changing role of digital technologies in government functions, public value creation, human resources, and governance, the chapter asserts that the theoretical and practical implications of ‘New Digital Era Governance’ differ from Dunleavy et al.’s ‘Digital Era Governance’.

The basic values and principles of public administration guide the service delivery in the South African context. Despite the government's commitment to improve basic service delivery to the citizens in this era, the South African municipalities are still faced with serious challenges of service delivery and governance. This study discusses the basic values and principles governing public administration in the context of municipal service delivery. Thus, the purpose of this study is to unpack the implementation of the values and principles of public administration on service delivery as enshrined in the Constitution of the Republic of South Africa, 1996. Accountability, transparency, public participation, professional ethics, and access to information are some of the basic values and principles provided by section 195(1) of the Constitution. In this pandemic of COVID‐19, municipal officials in local government are expected to conduct their business in line with the values and principles as enshrined in the Constitution. Theoretically, this study relied on the theory of implementation sometimes referred to “Policy Implementation” by Pressman and Wildavsky (1973). Pressman and Wildavsky defined “implementation” as “to carry‐out, accomplish, fulfil, produce, complete.” Thus, this theory is relevant to this study as it discusses the implementation of the basic values and principles governing public administration. The study proposes how municipal officials should execute their duties within the Thuma Mina program which requires them to be at the forefront of service delivery. Furthermore, municipal officials should provide services within the parameters of basic values and principles of public administration.

This research paper presents a comprehensive overview of paradigm shifts in public administration over time and their implications for public service delivery. The paper starts with the Old Public Administration and moves into the New Public Management. It then delves into post-NPM trends, including the New Public Service, New Public Governance, Public Value Management, Digital Era Governance, and the Whole of Government approach. Each paradigm is discussed in detail, highlighting its unique features and their effects on public service delivery. Overall, this paper makes a significant contribution to the field of public service, offering valuable insights for policymakers, administrators, service providers, scholars, and practitioners.

Public administration and governance must adapt to the changing socio-economic environment, improving quality, process efficiency, and collaboration. Hence, public administration and public governance models have been significantly modified multiple times, resulting in differences in public governance practices. This paper examines different public governance models’ principles in Slovene and Japanese public administration. It quantifies elements based on the models' principles and applies them to an empirical case using a survey of 55 Slovene and 135 Japanese public managers. The independent samples t-test examines the differences in characteristics of public governance practices between state administration and local government in Slovenia and Japan. The results show that state administration institutions in both countries are strongly characterised by the (Neo)Weberian model’s principles, while Slovenia's local government leans towards Digital-era governance (DEG) and good governance (GG) principles. Japan's state and local administrations show equal presence of New public management (NPM), DEG, and GG models. The study aims to bridge a research gap by providing new findings on how different public governance models can be found at various Slovene and Japanese public administration levels and offers insights for public managers and policymakers for future public administration reforms.

The subject of this research is the development of theoretical representations on the mechanism of public administration in Russia of the XVIII century. The goal is to determine in the texts of draft reforms prepared by Count P. I. Shuvalov the provisions on the objectives and principles of public administration, as well as to analyze his views on the process of reforming state and social institutions. In the texts of P. I. Shuvalov examines such elements of public administration theory as the administrative objectives, its subject matter, instruments, and administrative decision-making process. It allowed establishing correlation between the two concepts: “the good of the state” and “the common good”, as the goals pursued by public administration. The formulated by Shuvalov principles of public administration fully corresponded to the principles advanced by the philosophers of the European Enlightenment. The conducted analysis decision-making mechanism reveals a universal algorithm, which implies several stages of development of the reforms: a) outlining the problem that needs to be solved using the instruments of public administration ; b) determining the causes of this problem; c) proposing solution to the problem, d) discussing the proposed solution, indicating the instruments that need to be implemented by the state.

The proposals on the federal law draft on bases of public administration, designing to create a complete legislative regulation in this sphere are given. Theprovisions of this law draft are directed on improvement of quality of public administration, including its effectiveness and efficiency, and also systematization of instruments of quality management ensuring. The principles of public administration and bases of the executive power organization are established. The main forms of executive authorities’ activity are the acts and the contracts. The author proposes to fix the rules of legality, validity, efficiency and responsiveness for executive authorities’ acts. The draft law has to define interaction bases in the public administration, the main priorities of electronic public administration. The author supposes that adoption of this federal law could become the start point of legal systematization in the sphere of public administration, «having oriented» all existing acts on uniform understanding and regulation of public administration, and also having set the tone for development of rule-making in the considered sphere.

Abstract. The article examines the international legal aspects of public administration principles, emphasizing their importance in the context of globalization and the increasing interdependence of states. The relevance of this study lies in the necessity for states to develop and implement effective management strategies that align with international norms and principles to ensure stability, development, and human rights protection. The research highlights the importance of understanding international legal aspects to address complex modern challenges such as global environmental issues, corruption, and transnational threats. The study also explores the significance of these principles for Ukrainian public administration, especially in the context of reforms and integration into international organizations. The research provides insights into how international standards, based on values like human rights and transparency, can influence and improve public administration in post-Soviet states, which often face challenges like centralized control, corruption, and limited public participation.

Legitimacy building is an increasingly recognized feature of bureaucratic practice under networked governance. Mark Moore's (1995) model of ‘public value creation’ captures the strategic imperative to build credibility, legitimacy and support for policies and programmes in this context. As an emerging ‘narrative’ in public organizations, it combines perspectives on managerial and political leadership and is therefore useful to explain bureaucratic experiences with legitimacy building and their implications for policy. This article investigates the efforts of Canada's federal sport agency to secure legitimacy and explores the implications of public value creation on future policy-making. Drawing from interview data as well as public and internal documents, the study outlines Sport Canada's initiatives to establish sport's ‘benefits’, collaborate widely and add value in terms of equity and ethics. Two related implications (or storylines) are considered and discussed: (a) the tendency for public value creation to reduce the policy sector to anecdotal understandings in the eyes of political authorizers, and (b) the propensity for building public value to result in over-commitment due to the accumulation and embedding of new collaborations, mandates and target populations. Points for practitioners Mark Moore's ‘public value’ approach resonates with practitioners because of its realist portrayal of politics in public administration. Generating support and legitimacy for existing or proposed policies and programmes is acknowledged to be particularly important in contexts where networks are prevalent. This article investigates legitimacy building within federal sport, a sector which has been reliant on networked governance since its inception and where substantive efforts have been aimed at raising its profile. The case cautions against persistent case-building and public value creation because continuous justifications may ultimately raise questions regarding the credibility of bureaucratic advice and of the likely success of programme commitments.

The article is devoted to the analysis of special principles of administrative procedure. The author has studied the administrative procedure legislation of Germany, Kyrgyzstan, Azerbaijan, Croatia, Switzerland, Lithuania, and Austria. The authors compare the legislative provisions on special principles of administrative procedure of these countries with the legislation of Ukraine with the Law of Ukraine «On Administrative Procedure» which is coming into force. It is noted that administrative procedure is not homogeneous and standard, but rather has many features and variations depending on: (a) a specific area of public administration, (b) goals, objectives, and functions of executive authorities, and (c) national traditions and international standards. Therefore, it is necessary to conduct a comparative legal analysis of the special principles of administrative procedure that determine the specifics of their legal regulation in different national legal systems. The authors identify a system of four «layers» of principles applicable to administrative procedure. Among them, the author distinguishes the following: (1) general legal principles; (2) principles of administrative law; (3) principles of administrative process as a procedure for exercising power by public administration bodies in the appropriate procedural form based on the world and European principles of good governance and administration; (4) principles of administrative procedure. The main attention is paid to the special principles of administrative procedure which relate to the administrative procedure itself. Among them, it is proposed to distinguish two groups: (a) organisational and (b) functional axiological. The author substantiates that the organisational principles include the principle of economy, investigative principle, the principle of the State language, impartiality, publicity, and coordination. As functional axiological principles, the author identifies the following: the principle of prohibition of abuse of law and prohibition of over­formalism, the principle of uniform application of law, presumption of reliability, the principle of interpretation of law in favour of interested non-governmental persons, and the principle of meaningful absorption. Each of the principles is given a significance and its place in the legislation of Ukraine and other countries. The authors concludes that further syste­matisation and consolidation of these principles, in turn, is an additional argument in favour of the Law of Ukraine «On Administrative Procedure» which is currently coming into force and its possible further modifications.

The objective of this paper is to deeply study about how the management control system of a public sector organisation contributes to the creation of public value as expected by the stakeholders. This research is designed as a qualitative case study with the interpretive paradigm. Suroboyo Bus case was chosen as it fits with the purpose of the study and its accessibility. Public Value Management (PVM) theory explains the investigated phenomenon, with the levers of control framework used as the theoretical reference to explain the MCS of Suroboyo Bus. This research found that the MCS of Suroboyo Bus was designed to support the creation of public value. The internalised value of the Suroboyo Bus managers and staff have made the MCS implementation focus upon the public values. The change from UPTD to BLUD became the foundation to facilitate the public value creation. The MCS in operational, budgetary and administration cycles are focused upon maintaining and improving the service quality of the mass public transport of Suroboyo Bus. However, this result may differ across organisational context, hence it is necessary to further advance the study to other public organisations to enhance the knowledge of MCS and public value creation.

In today’s world, where we are in the process of information society, especially the development of internet technology and the use of the internet by large masses of people in very wide geographies have brought along a digital transformation not only socially but also administratively. Although the administrative reflections of digital transformation have developed on the basis of the private sector primarily, it is seen that this situation has started to manifest itself in public administration and public administrations have gone into the efforts for adapting to this wave of transformation over time. The implementation of digital transformation in public administration as a whole is essentially carried out with the aim of eliminating some prominent serious problems of public administration and in addition developing the aspects further that are in good condition. As a matter of fact, new business setups are made and strategies are developed with the intention of adapting to digital transformation, so that it becomes possible for institutions to provide services in a more transparent, participatory, accountable, quality, effective and efficient manner and thus to satisfy the target audience they serve. It is seen that different structures have been made in order to adapt to the digital transformation, with the transition to the Presidential government system in Turkey. One of these new structures is Presidency Offices. Among these offices, which provide technical support to public policy making and decision-making activities in different fields, the Presidency Digital Transformation Office has undertaken the task of leading the digital transformation of the public administration. Since its establishment, the Presidency Digital Transformation Office continues to implement many activities and applications and to contribute positively to the digital transformation process in order to fulfil the mission it has undertaken. In this study, which aims to evaluate the digital transformation process through public administration and more specifically the Presidency Digital Transformation Office, digital transformation is discussed conceptually and theoretically, first. In the second Section, the main features of the presidential government system and the innovations it has brought along are emphasized. In the third and last Section, the structure and functioning of the Presidency Digital Transformation Office is explained and its contributions to the digital transformation process are evaluated through the activities and applications that the office has done so far.

The article discusses current issues of managing an organization's business processes in the digital economy, as well as their transformation under the influence of digital technologies. The purpose of the research is to study approaches to assessing the effectiveness of digital transformation, to determine its nature and essence at a theoretical level, as well as to conduct an econometric analysis of the contribution of digital changes to improving company efficiency. The research methodology includes deduction and induction in analyzing the activities of companies implementing digital transformation, as well as the use of analytical methods and regression analysis. In the course of the work, existing approaches to defining digital transformation and evaluating its effectiveness were studied. Based on a regression analysis of the largest companies of the pre-digital era, the hypothesis of a significant impact of digital transformation on short-term profitability was refuted, which allowed us to conclude about its strategic nature and long-term effects. The originality and value of the research lies in the development of the theoretical foundations for assessing the digital transformation of business, which contributes to the improvement of crisis management and determines the directions of further scientific research in this area. The results obtained allow us to take a fresh look at the processes of digital transformation and their impact on business efficiency.

The Strategy for Reforming the State Emergency Service System was approved by the Decree of the Cabinet of Ministers of Ukraine No. 61-p of January 25, 2017. This decision was made due to the fact that the system of the State Emergency Service at that time did not allow to fulfil fully the tasks assigned to the Service in the implementation of state policy in the field of civil protection, ensuring the proper level of security of life of the population, its protection from emergencies, fires and other dangerous events. The implementation of the Strategy began in 2017 and is being implemented in three stages by the end of 2020. It is substantiated that the system of state supervision in the field of fire and technological safety has an excessive regulatory impact on economic entities, which leads to a decrease in the level of confidence of such entities and the population, and also adversely affects the investment climate in the state. 'The active implementation of the reform began in 2016 with the adoption of the new Law "On Public Service" and the Comprehensive Public Administration Reform Strategy, in line with OECD/SIGMA public administration principles. During 2017-18, an active phase of reform continued the reorganization of ministries, the launch of new directorates for public policy-making and strategic planning, the recruitment of public officials through transparent competitions at career.gov.ua, the launch of over 100 e- services for citizens and businesses. In 2018, OECD/SIGMA experts carried out a comprehensive assessment of the Public Administration System and made recommendations that formed the basis for updating the Strategy for reforming the state government,' Saienko said

This chapter examines the role of evidence in public service reform processes. We argue that the rhetoric of ‘evidence-based policy-making’ has served several political agendas, by legitimising various logics of public service management and innovation, and marginalising others. We explore three management cultures (public administration, new public management, and public value management) and three themes—evidence generation, evidence use, and organisational learning—across the policy domains of higher education, healthcare policy, and broader science policy. We conclude that we urgently need more empirical evidence about who gets to participate in knowledge production, the roles of power and different forms of knowledge, how credibility and legitimacy are framed and negotiated in different public and policy contexts, and how to best investigate these processes to deliver meaningful public value.

Algorithmic Bureaucracy: Managing Competence, Complexity, and Problem Solving in the Age of Artificial Intelligence