Public-private joint ventures: mixing oil and water?

被引：13

作者：

Andrews, Rhys ^{[1
]}

Esteve, Marc ^{[2
]}

Ysa, Tamyko ^{[3
]}

机构：

[1] Cardiff Univ, Publ Management, Cardiff Business Sch, Cardiff CF10 3AX, S Glam, Wales

[2] UCL, Int Publ Management, Sch Publ Policy, London WC1E 6BT, England

[3] Ramon Llull Univ, Dept Strategy & Gen Management, ESADE Business Sch, Barcelona, Spain

来源：

PUBLIC MONEY & MANAGEMENT | 2015年 / 35卷 / 04期

关键词：

Collaboration management; management dilemmas; joint ventures; public-private sector differences; public- private partnerships; PARTNERSHIPS; COLLABORATION; COOPERATION; MANAGEMENT; INNOVATION; TRUST; BASES;

D O I：

10.1080/09540962.2015.1047267

中图分类号：

C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;

摘要：

The use of public-private partnerships (PPPs) is one of the most distinctive features of strategic management in the public sector. One of the most significant, yet understudied, forms of PPP to emerge in recent years is the public-private joint venture (PPJV). Unlike contractual PPPs, in which public organizations specify the service to be provided under contract by private sector organizations, PPJVs involve the creation of a new institutional entity that is governed by all of the parties in the alliance. This paper examines the distinctive character of PPJVs and draws on documentary and case study evidence to evaluate the ways in which the mixing of public and private within this important collaborative form can be managed best.

引用

页码：265 / 272

页数：8

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