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Public Value Governance (PVG) has been promoted as a new paradigm for public organizations to tackle wicked problems. Expanding public servants’ mindsets is crucial to expanding towards this paradigm. Based on an in-depth case study of a Swiss government agency, we explored the mechanisms of mindset expansion towards a PVG paradigm expansion. Employees’ entrepreneurial social skills and organizational identity beliefs are revealed to be at the core of why some public servants embrace a PVG paradigm while others do not. Our study informs research on public sector reforms and amidexterity as well as methodological approaches for mapping public administration paradigms.
Fohim et al. (Mon,) studied this question.