Deneme Sınavı Soruları

It has remained limited to improving internal processes within single government organizations.

It was originally intended for nonprofit organizations but later adopted by government managers.

It rejected the idea that individuals can contribute to public value unless they are part of a formal organization.

It has shifted from a government-focused framework to one that also includes nonprofit sectors, individual actors, and network-based governance.

It has become solely focused on improving private sector management techniques and business models.

Due to international mandates

Because of political pressures from international organizations

Because technology adoption is the primary goal of all government agencies

Because all government agencies follow the same technological standards

Due to the environmental niches created by different social, economic, and political conditions

The absence of clear public values in the framework

The lack of empirical research in developing countries

The inconsistency of public value creation across different sectors

The difficulty in defining and measuring public value

The focus on economic and administrative values in digital government

The Chilean government allowing citizens to register as virtual senators

The Municipality of Paris using technology for participatory budgeting

The Turkish Informatics Foundation organizing digital government award systems

A government controlling and managing public services like education and infrastructure

A non-governmental organization collaborating with local communities on environmental issues

It agrees with NPM that market mechanisms and consumer choice are the most effective ways to define public value.

It critiques NPM for its overemphasis on individualism and customer orientation, promoting instead a collective, community-based approach to value creation.

It claims that NPM offers a more inclusive and democratic method for defining value than public value frameworks.

It supports NPM's rejection of bureaucracy and emphasizes the need for strict economic models in public management.

It adopts NPM's focus on outputs and transactional efficiency as the main indicators of public value.

Coercive isomorphism

Mimetic isomorphism

Normative isomorphism

Technological isomorphism

Institutional isomorphism

inertia and ritualism

goal displacement and red tape

inertia and red-tape

trained and incapacity

original and specialization

Public administration

Bureaucracy

Hierarchy

Social equity

Public managment

Prefer market mechanisms to bureaucratic mechanisms

Redefine their clients as customers and offer them choices

Promote competition among service providers

Centralize authority, limited participatory management

Empower citizens by shifting control from the bureaucracy to the community

Rapid suburbanization

Increasing population diversity

Urban riots

Economic growth

Citizen demands