This study addresses, in a qualitative method, the explanation of how technical artifacts are socially constructed, providing IT flexibility, allowing operational capacity to generate public value. One of the premises of the Public Value Operational Capacity points out that flexibility is a fundamental aspect for success in government agencies. The study consists of a qualitative analysis of the revealing single-case study method. A preliminary analysis indicates a deficiency in the social constructions of IT artifacts, considering that the objectives in government organization are constantly changing due to changes in public policy. As a result, this study helps bridge the gap through a theoretical perspective on IT flexibility by providing an intuitive approach to IT management and public value management. From a practical point of view, we believe the results of this study will offer several management implications for IT and public policy managers.