Four Domains of Public Value Creation: A Core Typology

The public management literature has failed to capture the arenas of operation of the public sector manager in one holistic framework, thus inhibiting the development of a more complete theory of leadership that drives public value. This paper develops a core typology of arenas of public value creation, based on the locus of interaction (internal or external to the government organisation) and the public value purpose (trading or policy development). Four arenas are described, illustrating that public sector managers in complex policy areas traverse all forms of institutional structure includingmarket, hierarchy and hybrid. The typology developed and discussed is an attempt to provide more precision in characterising the nature of policy leadership. Building on the public value work of Moore (1995; 2013; 2014),the typology enables theorising on the role and nature of leadership in driving public value.