Posted Content•
Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective
TL;DR: The authors identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes.
Abstract: Intersecting the boundaries of public and private economic activity, public-private ties carry important organizational strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture--public partner opportunism and external stakeholder activism--arise asymmetrically under each form, carrying a critical effect on partnership outcomes.
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Dissertation•
01 Jan 2016
9 citations
Dissertation•
28 Jun 2017
9 citations
TL;DR: Despite growing engagements between firms and non-market stakeholders, research has yet to examine the emergence of formal contracts as mentioned in this paper, despite growing engagement between companies and nonmarket stakeholders such as local communities and nongovernmental organizations.
Abstract: Despite growing engagements between firms and nonmarket stakeholders—such as local communities and nongovernmental organizations —research has yet to examine the emergence of formal contracts betwe...
9 citations
01 Jan 2015
TL;DR: Haug et al. as discussed by the authors conducted a case study to identify what information leaders within third-party administrators (TPAs) need regarding the contracting process in the formation of PPPs.
Abstract: Third-Party Administrators in Public-Private Partnerships: A Multiple Case Study by Beata Ewa Haug MBA, Lakeland College, 2011 BA, Lakeland College, 2007 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Abstract Local public agencies turn to public-private partnerships (PPPs) to allow greater participation by private firms in delivering public services. In the last 25 years, private organizations had been reluctant to form PPPs with local government agencies because of the complex procurement processes and the bureaucratic business environment. Guided by the decision theory and complex adaptive systems theory, the purpose of this multiple case study was to identify what information leaders within third-party administrators (TPAs) need regarding the contracting process in the formation of PPPs. The data collection process consisted of face-to-face interviews with 4 executive leaders of 3 Wisconsin state licensed TPAs and examination of contracts and plan service agreements (PSAs) between TPAs and local government agencies. The data was analyzed using the Yin 5-step data analysis method and cross-case analysis. The results indicated that TPA leaders must understand collaborative leadership, key players, roles and responsibilities, and specialized services in the formation of a PPP; change and transfer of controlling interest, and understanding the strengths and weakness of contract provisions are complex business systems that influence the decision to form a PPP; ERISA and compliance with applicable federal and state laws are critical contract stipulations to consider in the formation of PPPs; that market assessment, health care reform, and transparency between private and public partners are critical in the formation of PPPs. The implications for social change include new insights for PPP leaders that may enhance the effectiveness of social services and save taxpayers’ money.Local public agencies turn to public-private partnerships (PPPs) to allow greater participation by private firms in delivering public services. In the last 25 years, private organizations had been reluctant to form PPPs with local government agencies because of the complex procurement processes and the bureaucratic business environment. Guided by the decision theory and complex adaptive systems theory, the purpose of this multiple case study was to identify what information leaders within third-party administrators (TPAs) need regarding the contracting process in the formation of PPPs. The data collection process consisted of face-to-face interviews with 4 executive leaders of 3 Wisconsin state licensed TPAs and examination of contracts and plan service agreements (PSAs) between TPAs and local government agencies. The data was analyzed using the Yin 5-step data analysis method and cross-case analysis. The results indicated that TPA leaders must understand collaborative leadership, key players, roles and responsibilities, and specialized services in the formation of a PPP; change and transfer of controlling interest, and understanding the strengths and weakness of contract provisions are complex business systems that influence the decision to form a PPP; ERISA and compliance with applicable federal and state laws are critical contract stipulations to consider in the formation of PPPs; that market assessment, health care reform, and transparency between private and public partners are critical in the formation of PPPs. The implications for social change include new insights for PPP leaders that may enhance the effectiveness of social services and save taxpayers’ money. Third-Party Administrators in Public-Private Partnerships: A Multiple Case Study by Beata Ewa Haug MBA, Lakeland College, 2011 BA, Lakeland College, 2007 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Dedication The dedication of this study is to my family, particularly to my husband Mr. Michael Haug and our two daughters, Jessica and April Haug. My husband’s continuous support throughout our marriage and through this educational journey has been remarkable. Thank you for sacrificing the time for me to complete my studies and for always encouraging me that all things are possible through dedication and perseverance. Thank you for taking care of our two beautiful daughters as I progressed through this demanding doctoral journey. Through your unconditional love and continual support, constant encouragement, and unwavering belief in me, you laid the foundation for the person I became. The dedication of this project also goes to my parents, Mieczyslaw and Teresa Kulas. Thank you for your bravery and sacrificing so much in the hope that I would have a better life in the United States. Acknowledgments First, special thanks to my family and friend for all of their love, understanding, and support they provided to me during my doctoral pursuit. With my highest appreciation, I would like to thank my committee chair and mentor, Dr. James Fletcher, for all your guidance, instruction, and wisdom that you provided to me during the doctoral process. You are a true mentor, a gifted professor with a teacher’s heart, and a leader who inspires by your commitment to other and your ability to lead by example. Thank you to my second committee member, Dr. Charlene Dunfee for your professionalism, responsiveness, and major contributions to this accomplishment. Thank you to my URR, Dr. Cheryl McMahan, your assessments and support were extremely beneficial. Thanks to my DBA Methodologist, Dr. Gene Fusch, your reviews and recommendations were especially valuable. Thank you to DBA Program Director, Dr. Freda Turner, for your steadfast commitment to the excellence of Walden University’s DBA program. Lastly, thanks to fellow cohorts and Dr. Douglas Campbell, who provided continuous encouragement and relevant feedback to me during this challenging, yet highly rewarding, doctoral journey.
9 citations
01 Dec 2015
TL;DR: In this article, a study of micro and pequenas empresas (MPE) em compras publicas a partir de alteracoes na legislacao, showed that as mudancas institucionais, promovidas por uma nova regulamentação, contribuiram significativamente for o aumento na participacao de MPE nos processos de licitacoes do orgao pesquisado.
Abstract: Tendo como base discussoes recentes sobre as relacoes entre estrategia e desempenho no setor publico, no presente trabalho analisam-se os condicionantes da participacao e do sucesso de micro e pequenas empresas (MPE) em compras publicas a partir de alteracoes na legislacao, favorecendo tais grupos. Adota-se uma abordagem de natureza quantitativa e desenvolve-se um conjunto de hipoteses, que sao testadas usando uma base de dados unica, com informacoes detalhadas de 542 contratos de compras realizados por um orgao da administracao publica federal brasileira, entre 2005 e 2011. Os resultados demonstraram que as mudancas institucionais, promovidas por uma nova regulamentacao, contribuiram significativamente para o aumento na participacao de MPE nos processos de licitacoes do orgao pesquisado, porem nao alteraram a probabilidade de exito dessas empresas nos certames publicos, colocando em perspectiva a eficacia da legislacao implantada. Adicionalmente, os resultados sugeriram que fatores estrategicos, associados ao ambiente competitivo, aos atributos transacionais e as capacidades inerentes aos participantes, influenciam seu acesso e as chances de sucesso em compras publicas.
9 citations
References
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Book•
01 Jan 1990TL;DR: Douglass C. North as discussed by the authors developed an analytical framework for explaining the ways in which institutions and institutional change affect the performance of economies, both at a given time and over time.
Abstract: Continuing his groundbreaking analysis of economic structures, Douglass North develops an analytical framework for explaining the ways in which institutions and institutional change affect the performance of economies, both at a given time and over time. Institutions exist, he argues, due to the uncertainties involved in human interaction; they are the constraints devised to structure that interaction. Yet, institutions vary widely in their consequences for economic performance; some economies develop institutions that produce growth and development, while others develop institutions that produce stagnation. North first explores the nature of institutions and explains the role of transaction and production costs in their development. The second part of the book deals with institutional change. Institutions create the incentive structure in an economy, and organisations will be created to take advantage of the opportunities provided within a given institutional framework. North argues that the kinds of skills and knowledge fostered by the structure of an economy will shape the direction of change and gradually alter the institutional framework. He then explains how institutional development may lead to a path-dependent pattern of development. In the final part of the book, North explains the implications of this analysis for economic theory and economic history. He indicates how institutional analysis must be incorporated into neo-classical theory and explores the potential for the construction of a dynamic theory of long-term economic change. Douglass C. North is Director of the Center of Political Economy and Professor of Economics and History at Washington University in St. Louis. He is a past president of the Economic History Association and Western Economics Association and a Fellow, American Academy of Arts and Sciences. He has written over sixty articles for a variety of journals and is the author of The Rise of the Western World: A New Economic History (CUP, 1973, with R.P. Thomas) and Structure and Change in Economic History (Norton, 1981). Professor North is included in Great Economists Since Keynes edited by M. Blaug (CUP, 1988 paperback ed.)
27,080 citations
TL;DR: The population problem has no technical solution; it requires a fundamental extension in morality.
Abstract: The population problem has no technical solution; it requires a fundamental extension in morality.
22,421 citations
01 Mar 2010
18,472 citations
Book•
01 Jan 1984TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
17,404 citations
TL;DR: In this paper, the authors consider the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning and examine some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space.
Abstract: This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.
16,377 citations