Hester Paanakker

bureaucratic organizations. For example, hierarchical accountability is replaced by horizontal accountability and input transparency is replaced or accompanied by output and outcome transparency (Reynaers, 2014a; Reynaers & Grimmelikhuijsen, 2015). 5.6 Conclusion The case studies demonstrate that values do not — at least not by definition, if at all — work along the lines of the systematic frameworks we as public administration scholars come up with. They work along the lines of personal interpretative repertoires, and, on an aggregate level, along the lines of the confined and decisive professional logics of bounded policy domains. In relation to the question of to what extent Huberts´ value framework relates to specific types of administrative service delivery, our case studies on the identification and attainment of values in street-level craftsmanship and in PPPs function as brief but clear illustrations of how values only acquire meaning in the specific context they are used in, and stress how value frameworks are only useful when their universality is not overestimated. For example, in the context of PPPs, the questions of accountability, lawfulness, incorruptibility and effectiveness and efficiency, seem highly important. Professionalism, robustness and democracy, however, seem to be of less importance. In the context of public craftsmanship at the frontline, professionalism, expertise and effectiveness are of special importance, but only from the translation to specific profession-bound values that describe the nature of the concrete service delivery on the work floor. A sub-value like loyalty remains unmentioned, as do the other values of democracy, accountability, lawfulness, incorruptibility, efficiency and robustness. Hence, it can be concluded that the values of Huberts´ value framework are neither universal nor completely relativistic. Depending on the specific governance setting and type of service delivery, some values seem to be highly important, whereas other values are hardly considered or completely ignored. This implies that, to define what values are considered important in specific contexts and practices, Huberts´ generic value framework, might require adaptation. While some of the values put forward by Huberts may still be relevant for a specific context, others might disappear and be replaced by new values. In this context, Huberts’ claims that what values are important, and how they matter, depends to a large extent on who is governed: “Managing the values in context in accordance with what 128 Chapter 5