“Mind the gap, please” : Using public value theory to examine executive take‐up of results‐based management

Purpose – The purpose of this paper is to analyse the contribution of public value theory in understanding executive adaptation of results‐based management within a public sector environment. Design/methodology/approach – An exploratory case study design was performed in three separate sectors of the Canadian federal government. The key research data consisted of 79 executive interviews. Findings – The research found that the elements of public value theory contribute to an increased understanding of the constraints in adopting results‐based management. However, the research concluded that the components of public value theory, service, outcomes and trust, do not have an equal weight in their contribution to increased understanding. The research found that greater managerial control and influence over programme outcomes supported stronger acceptance of results‐based management. Research limitations/implications – This paper examines three areas of the Canadian public sector based on qualitative case studies. Thus, the findings, while noting strong replication between case studies, represent analytical not statistical generalizations. Practical implications – The paper demonstrates conceptual issues underlying the implementation of results‐based management within the public sector. Originality/value – This research examines and assesses how public sector executives have responded to changes introduced by results‐based management, through the perspectives of executive public servants themselves. In seeking greater understanding of the underlying drivers of results‐based management adaptation, this paper investigates the theoretical contribution of public value theory in assessing the executive behaviour.