Table 1. NPM and NPG orientations in... | Emerald Publishing

Table 1.

NPM and NPG orientations in SIBs

Dimension	NPM orientation	NPG orientation
Governance logic	Marketization, increasing private-sector involvement, competitive relationships and public-sector efficiency (Albertson et al., 2020; Dunleavy et al., 2006; French et al., 2023)	Relational governance, collaboration, multi-stakeholder networks and shared expertise across sectors. Priority on mutual understanding and long-term partnerships (Dayson et al., 2020; Osborne, 2007; Woolridge et al., 2019)
Service delivery model	Focuses on outcomes and performance-based contracting, service outsourcing, detailed contracts, and promoting firm incentives and competition (Albertson et al., 2020; Dunleavy et al., 2006; French et al., 2023)	Emphasizes the involvement of multiple stakeholders, holistic management through long-term inter-organizational partnerships, cross-sector collaboration, and co-produced public services (Albertson et al., 2020; Dayson et al., 2020; Fraser et al., 2019; French et al., 2023)
Purpose and value-framing	SIBs are understood as efficiency-oriented mechanisms shaped by private sector management practices and aimed at introducing market-like discipline and external financing into the public sector (Albertson et al., 2018; Edmiston and Nicholls, 2018; Fraser et al., 2018; French et al., 2023)	Driven by a commitment to public value, SIBs are viewed as instruments to promote social and public innovation, co-creation and end-user benefits (Dayson et al., 2020; French et al., 2023; Ormiston et al., 2020)
Role of outcome metrics	Translates public sector goals into measurable objectives, using performance indicators as extrinsic motivators to assess and control the outcomes of specific actors (Dayson et al., 2020; Dunleavy et al., 2006; French et al., 2023; Warner, 2013)	Outcome metrics inform involved stakeholders, supporting shared learning, guiding collective progress, and enabling joint accountability (Dayson et al., 2020; French et al., 2023)

Dimension	NPM orientation	NPG orientation
Governance logic	Marketization, increasing private-sector involvement, competitive relationships and public-sector efficiency (Albertson et al., 2020; Dunleavy et al., 2006; French et al., 2023)	Relational governance, collaboration, multi-stakeholder networks and shared expertise across sectors. Priority on mutual understanding and long-term partnerships (Dayson et al., 2020; Osborne, 2007; Woolridge et al., 2019)
Service delivery model	Focuses on outcomes and performance-based contracting, service outsourcing, detailed contracts, and promoting firm incentives and competition (Albertson et al., 2020; Dunleavy et al., 2006; French et al., 2023)	Emphasizes the involvement of multiple stakeholders, holistic management through long-term inter-organizational partnerships, cross-sector collaboration, and co-produced public services (Albertson et al., 2020; Dayson et al., 2020; Fraser et al., 2019; French et al., 2023)
Purpose and value-framing	SIBs are understood as efficiency-oriented mechanisms shaped by private sector management practices and aimed at introducing market-like discipline and external financing into the public sector (Albertson et al., 2018; Edmiston and Nicholls, 2018; Fraser et al., 2018; French et al., 2023)	Driven by a commitment to public value, SIBs are viewed as instruments to promote social and public innovation, co-creation and end-user benefits (Dayson et al., 2020; French et al., 2023; Ormiston et al., 2020)
Role of outcome metrics	Translates public sector goals into measurable objectives, using performance indicators as extrinsic motivators to assess and control the outcomes of specific actors (Dayson et al., 2020; Dunleavy et al., 2006; French et al., 2023; Warner, 2013)	Outcome metrics inform involved stakeholders, supporting shared learning, guiding collective progress, and enabling joint accountability (Dayson et al., 2020; French et al., 2023)

Source(s): Authors’ own creation