Public agency performance and legitimacy is notoriously difficult to assess as they routinely have to juggle multiple values and competing priorities. Analysts build their frameworks for assessing the performance of public agencies explicitly around the tensions that this generates.
This project comprises an indepth, partly historical and partly ethnographic multi-case study of highly reputed public agencies. Creatively combining distinct explanatory frameworks, intensive archival and fieldwork on four successful public agencies (identified through Delphi methodology) will be performed to penetrate the role of institutional architecture, context, leadership, management and communication. Doing so creates an exciting new agenda for public organization theory.