Grand Thinking on the Meaning of Publicness as a Strategic Organizational Development Tool

What does it truly mean for an organization to be “public”?

Is publicness merely a matter of ownership and funding, or does it reach deeper—shaping the very purpose, values, and behaviors that define our workplaces and societies? Can Publicness be a Strategic organizational development tool? In recent years, the concept of publicness has moved to the forefront of organizational research, challenging leaders and scholars alike to rethink the boundaries between public and private, and to consider how the public good can become a strategic asset for all types of organizations.

The Enigma of Publicness:

Beyond Ownership and Funding

Traditionally, publicness has been defined by tangible markers: who owns the organization, who funds it, and who controls its operations. Public organizations were seen as state-owned and government-funded, while private organizations operated on market principles and private capital. But as the lines between sectors blur—with hybrid organizations, public-private partnerships, and social enterprises on the rise—these old distinctions no longer suffice.

Scholars such as Bozeman, Rainey, and Bretschneider have argued that publicness is not a binary but a continuum. It is shaped by the degree to which organizations are attentive to the public interest, accessible to all, and committed to shared values such as equity, accountability, and responsiveness. In this sense, publicness becomes less about legal status and more about the organization’s ethos and its impact on society. These developments led the way to use Publicness in strategic organizational development process.

Beyond traditional models, lies the groundbreaking truth: the public good is a powerful strategic asset, not just a moral imperative. At PublicWise, we provide the definitive framework for "Organizational Publicness," challenging leaders and scholars to fundamentally rethink organizational development. We guide you in seamlessly integrating purpose, transparency, and societal impact into your core strategy, transforming these commitments into drivers of unparalleled influence, sustained profitability, and a resilient organizational future. Leveraging authentic dialogue and proven methodologies, we empower you to lead an organization that excels strategically precisely because it genuinely serves.

A New Lens:

Perceived Publicness and Its Power

Recent research, including the study “The Publicness Enigma” by Dryzin-Amit, Vashdi, and Vigoda-Gadot, introduces a crucial shift: the move from structural definitions of publicness to perceived publicness—how employees themselves experience and interpret their organization’s public character.

This perspective is grounded in the idea that publicness is not just a set of external attributes, but a lived reality that shapes meaning, engagement, and performance at every level of the organization. The study developed and validated the Publicness Perceptions Scale (PPS), allowing researchers to empirically measure how employees perceive their organization’s attentiveness to the public interest.

Key Findings:

Publicness as a Catalyst for Engagement and Citizenship

The study surveyed 340 employees across governmental (public) and non-governmental (hybrid) organizations, revealing several important insights:

• Perceived publicness is strongly linked to Organizational Citizenship Behaviors (OCB): Employees who view their organization as highly public are more likely to go above and beyond their formal job requirements, contributing to the organization and their colleagues in ways that are not explicitly demanded.

• Employee engagement is the bridge: The positive effect of perceived publicness on OCB is largely mediated by employee engagement. When individuals believe their work serves the public good, they find deeper meaning and purpose, leading to higher engagement and, consequently, more citizenship behavior.

  
  

The implications of these findings are profound:

• Strategic Asset: For leaders, cultivating a sense of publicness can be a powerful lever for fostering engagement, innovation, and discretionary effort—the very behaviors that drive organizational success in complex, fast-changing environments.

• Ethical Imperative: Publicness is not just a management tool; it is a moral compass. By foregrounding values such as equity, justice, and responsiveness, organizations can help shape a more inclusive and accountable society.

• Individual and Collective Impact: On a personal level, employees who perceive their work as serving the public good experience greater meaning and motivation. At the team and organizational levels, this translates into higher collaboration, trust, and a willingness to “go the extra mile.”

  
  

Storytelling in Action:

A New Narrative for Organizations

Imagine a hospital administrator who sees her daily work not just as managing resources, but as advancing public health and equity. Or a tech startup founder who frames his company’s mission around accessibility and openness, inspiring his team to innovate for the common good. These are not just abstract ideals—they are the lived experiences of employees in organizations where publicness is a core value.

Conclusion:

Reimagining the Role of Publicness

As organizations navigate the challenges of the 21st century—complexity, uncertainty, and the demand for greater social responsibility—the concept of publicness offers a vital lens. It invites us to move beyond narrow definitions of success and to consider how our organizations can contribute to the broader public good.

By understanding and actively shaping perceived publicness, leaders can unlock new sources of engagement, performance, and ethical leadership—benefiting not only their organizations, but society as a whole.

Let’s continue the conversation about how publicness can shape the future of organizations and the societies they serve.

How Can the "Public Good" Become Your Strategic Asset?

• Integrate Social Impact Strategically?
• Measure Purpose ROI?
• Engage Stakeholders via Transparency?
• Use Public Good for Edge?

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For a deeper exploration of these ideas and the empirical evidence behind them, see the full article:

Dryzin-Amit, Y., Vashdi, D. R., & Vigoda-Gadot, E. (2022). The publicness enigma: Can perceived publicness predict employees’ formal and prosocial behavior across sectors? PLoS ONE, 17(2): e0262253.

Author Biography

Dr. Yinnon Dryzin-Amit is an expert in organizational and leadership development, driven by a profound passion for fostering thriving, resilient organizations and a deep sensitivity to human needs. He is renowned for translating cutting-edge behavioral science research into practical, strategic solutions across diverse sectors. As the founder of PublicWise, an innovative consultancy, he is dedicated to enhancing organizational performance and legitimacy through evidence-based frameworks, with a particular focus on the unique dynamics of "Organizational Publicness."

Previously, Dr. Dryzin-Amit served as Deputy Director General for Organizational Development in the Israeli Judiciary, where he spearheaded systemic change initiatives, cultivated organizational resilience, and designed strategic leadership development programs for judges and administrative staff. His extensive experience also includes significant contributions to the healthcare sector (Clalit Health Services) and defense establishment (IDF's Behavioral Sciences branch), where he consulted on organizational and management development, employee engagement, and process improvement. He currently shares his expertise as an Adjacent Lecturer at the University of Haifa, teaching in both the School of Public Administration & Policy and the Department of Sociology.

His research spans management, innovation, and the ecology of resilience in complex systems, reflecting his commitment to actionable insights. His publications include "Unveiling the Spirit of Publicness: Conceptualization and Validation of a Publicness Perceptions Scale" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2024), "The Publicness Enigma: Can Perceived Publicness Predict Employees’ Formal and Prosocial Behavior Across Sectors?" (Dryzin-Amit, Vashdi, & Vigoda-Gadot, 2022), and "Beyond Individual Grit: A Multi-Level Framework for Systemic Judicial Resilience" (forthcoming, Dryzin-Amit, 2025).