Hester Paanakker

includes the omission to adequately equip professionals to “voice their concerns, to understand how policy programs and tools (set out to) tie in with their craftsmanship values, and to learn how they can mold their professional practice to uphold craftsmanship values as well as possible” (Paanakker, 2019, pp. 27-28). They pinpoint a mismatch between the values, ideals and motivations of street-level professionals and a contrarian institutional facilitation of such ideals in the organization. Such facilitation problems explicate how contextuality is not only a key determinant in terms of value interpretation, but also of value enactment – a perhaps obvious observation that is still limitedly taken into account in debates on public value scope and solidity. 5.5 Case Study II: Public-Private Partnerships Value contextuality not only implies that the meaning or importance of specific values is context dependent, it also suggests, as the analysis of PPPs will demonstrate, that the strategies adopted by professionals to promote or safeguard values that are considered important in terms of good governance are context dependent. PPPs that combine public and private actors, form a peculiar context in which public and private values or moral standards meet and, supposedly, sometimes clash. Several scholars suggest that private sector values and moral standards are different from public sector values and moral standards. As a result, some consider the cooperation between the public and private sector or the incorporation of private sector management techniques, problematic. Box (1999, p. 19), for example, argues: “[T]here remains a sense that something is wrong [...] something about running government like a business does not feel right.” Others wonder whether public values are at stake in the “public-private equation” (Bevir, 2010; Frederickson et al., 2012; Rhodes, 1996) and stress the importance, following contractual governance principles and agency theory, of strict control from the public principal of the private agent (Zheng, Roehrich, & Lewis, 2008). In an attempt to assure that private actors behave in accordance to values and norms considered important by public procurers, traditionally, attention has gone out to formal control mechanisms such as legal binding contracts, performance monitoring, and the use of economic incentives or penalties. Several studies (Reynaers, 2014b; Reynaers & Parrado, 2017) demonstrate, however, that the actual use of such mechanisms help but certainly not guarantee value alignment. In that respect, a project member of a Dutch PPP argued: 126 Chapter 5