How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

‘The Production of Space’, in: Frans Jacobi, Imagine, Space Poetry, Copenhagen, 1996, unpaginated.

The Production of Space

The Social Psychology of Organizations.

Social Network Analysis

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Preface. Acknowledgements. Introduction: 1.1 Public-private spectrum, 1.2 History, 1.3 Global perspective, 1.4 Structure of this book, References. Characteristics of Public-Private Partnerships 2.1 Definitions, 2.2 General characteristics of PPPs, 2.2.1 Creating PPPs, 2.2.2 The functioning of PPPs, 2.3 Construction sector PPPs, 2.4 Problems in PPP practice, 2.4.1 Product performance, 2.4.2 Process performance, 2.5 Summary, References. Procurement Systems in Construction: Europe and USA 3.1 Procurement in construction, 3.2 PPP procurement systems, 3.2.1 Concessions, 3.2.2 Joint ventures, 3.2.3 Comparison, 3.3 European and American context, 3.3.1 Europe, 3.3.2 USA, 3.4 Summary, References. Concessions 4.1 Concept of concession arrangements, 4.2 State of the art, 4.2.1 United Kingdom, 4.2.2 Spain, 4.2.3 Portugal, 4.2.4 The Netherlands, 4.2.5 United States of America, 4.2.6 Other countries, 4.3 Value for money and motives, 4.3.1 United Kingdom, 4.3.2 Spain, 4.3.3 Portugal, 4.3.4 The Netherlands, 4.3.5 United States of America, 4.4 Tender and selection procedures, 4.4.1 Spanish system, 4.4.2 Anglo-Saxon model, 4.5 Performance of concession PPPs, 4.5.1 Product performance, 4.5.2 Process performance, 4.6 Lessons, 4.6.1 Conditions for success, 4.6.2 Improvements, 4.7 Summary,References. Highlighted: Concession Projects in Europe 5.1 European policy, 5.2 Concessions in schools: the case of Montaigne Lyceum, 5.3 Concessions in transport infrastructure: the case of Metro de Sevilla, 5.4 Concessions in hospitals: the case of West Middlesex University Hospital, 5.5 PPP in infrastructure: Europe, 5.5.1 Creating concession PPPs, 5.5.2 Procurement rules and selection criteria, 5.5.3 Performance, 5.6 Summary, References. Joint Ventures 6.1 Project-based joint ventures, 6.1.1 Characteristics, 6.1.2 Motives, 6.2 Complex urban area development, 6.2.1 Multi-function approach, 6.2.3 Multi-actor approach, 6.3 Organizational aspects of joint venture PPPs, 6.3.1 Scope and balancing, 6.3.2 Phasing and procedures, 6.3.3 Procurement and risks, 6.4 Performance of joint venture PPPs, 6.4.1 Product performance, 6.4.2 Process performance, 6.5 Lessons, 6.5.1 Conditions for success, 6.5.2 Improvements, 6.6 Summary, References. Highlighted: Joint Ventures Projects in the USA 7.1 American urban and regional policy, 7.1.1 Smart Growth, 7.1.2 New Urbanism, 7.2 Joint ventures in city redevelopment: the case of Baltimore, 7.3 Joint ventures in Transit Oriented Development: the case of Portland, 7.3.1 TOD characteristics, 7.3.2 TOD key points, 7.3.3 MAX Light Rail Project: Portland, Oregon, 7.4 PPP in complex urban area development: USA, 7.4.1 Creating joint venture PPPs, 7.4.2 Social and commercial benefits, 7.4.3 Performance, 7.5 Summary, References... The future of Public-Private Partnerships 8.1 Lessons, 8.1.1 Expectations, 8.1.2 Value for money, 8.1.3 General lessons, 8.2 Scope of PPPs, 8.3 Portfolio strategies, 8.3.1 Programs, 8.3.2 Regions, 8.4 Examples of portfolio partnerships, 8.4.1 NHS Local Improvement Finance Trust, 8.4.2 Schools for the Future, 8.5 Enhance PPPs, 8.5.1 New trends in PPPs, 8.5.2 PPP as a strategic choice, 8.5.3 Research agenda for the future, 8.6 Closing remarks. Bibliography. Index.

Strategic Issues in Public-Private Partnerships: An International Perspective

https://ris.utwente.nl/ws/files/22743196/interplay.pdf

Interplay of relational and contractual governance in public-private partnerships: The mediating role of relational norms, trust and partners' contribution

Building trust in construction partnering projects: An exploratory case-study

Purpose – The purpose of this paper is to provide insights into how a project alliance contract is conducive to the development of cooperative relationships between client and contractor organizations involved in a complex project. 

Design/methodology/approach – A longitudinal case study of a complex construction project was conducted in which the contract was changed at the end of the negotiation period from a design-build into a project alliance form. 

Findings – Data show that opportunistic behaviour is reduced when there is an incentive structure, as is to be found in project alliances, for client and contractor organizations to cooperatively realize the project. However, it is not sufficient for project partners to agree upon an appropriate incentive structure. For cooperative relationships to develop, they also have to put substantial efforts into reducing their remaining inclinations to make use of opportunities that arise to deviate from the alliance contract. 

Practical implications – It is shown that both principals and contractors not only need to carefully select staff for such projects; they also have to work with the people employed such that appropriate attitudes are reinforced and rewarded. Developing cooperative relationships in project alliances needs the surrounding working methods to offer support. 

Originality/value – The longitudinal character of the case study offers exceptional opportunities for studying the dynamics in preventing and overcoming the deteriorating patterns of opportunistic behaviour that organizations regularly face in many traditional and design-build projects

Geert P.M.R. Dewulf

Papers

Strategic Issues in Public-Private Partnerships: An International Perspective

Interplay of relational and contractual governance in public-private partnerships: The mediating role of relational norms, trust and partners' contribution

Building trust in construction partnering projects: An exploratory case-study

Reducing opportunistic behaviour through a project alliance

The use of interorganisational ICT in United States construction projects