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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08 Jan 2019
TL;DR: The theoretical framework proposed herein can be used to understand the current status and provide guidance for future smart city initiatives and four key governance structure characteristics of the PPP model that enables the smart city success.
Abstract: Due to the technological and financial complexity and difficulties of smart city initiatives, the local governments usually adopt a public-private partnership model to govern such projects. This study explores the opportunities and challenges of building smart cities through the public-private partnership (PPP) model. Using an exploratory case study methodology, we interviewed participants in building smart city initiatives across China to develop a theoretical model that captures the essence of such a partnership. Case interview data from three major cities in China were utilized. We analyzed the data of 28 interviews with officials and personnel from public, private, and hybrid organizations involved in smart city projects. Finally, we identified and theoretically validated the following research findings: (1) two key components of the success of smart city initiatives; (2) four key governance structure characteristics of the PPP model that enables the smart city success; (3) two key considerations for establishing the governance structure of a PPP model. The theoretical framework we propose herein can be used to understand the current status and provide guidance for future smart city initiatives.
6 citations
TL;DR: In this article, the case explores and offers insight into the boundary-spanning dynamic capabilities of a private-sector family-owned firm from the point of view of sensing, seizing and transforming/reconfiguring perspectives during the opportunity of co-creation of a public-private sector partnership.
Abstract: The case explores and offers insight into the boundary-spanning dynamic capabilities
evidenced by the entrepreneurial CEO of a private-sector family-owned firm from the
sensing, seizing and transforming/reconfiguring perspectives during the opportunity
identification, evaluation and pursuit of the co-creation of a public-private sector partnership
in collaboration with the CEO of a public-sector firm. This partnership, which is situated in a
city-region in the North of England, is seen through the lens of an open business model
whereby value is co-created and captured outside the boundary of a single firm, and which
involves significant financial uncertainty being assigned from the public to the private sector.
6 citations
TL;DR: In this paper, the authors allude that multisided platforms play the role of resource integrators, involving consumers and business partners in a process of co-creation of value.
Abstract: The fundamental basis of all multisided business platforms is the value proposition offered to consumers, on one hand, and to business buyers, on the other hand, and so our starting point must be with the fundamentals concerning the management of value propositions. The competitive strategies of monetization and value creation include: Envelopment, overlapping, freemium, advertising and asymmetry information methods. In this paper, we allude that multisided platforms to play the role of resource integrators, involving consumers and business partners in a process of co-creation of value—an integrated, a networked business model. This is primarily due to a shift in the relative influence of different business stakeholders in the context of the business modeling of two-sided multisided platforms.
6 citations
TL;DR: In this article, a qualitative study with 33 experts from 17 frontrunner companies and 14 partnering NPOs, as well as secondary data, assess the trade-offs between network-reinforcing and network-broadening strategies and explore firms' partner search and selection decisions.
6 citations
TL;DR: In this paper, the authors focus on the motivations of consumers to financially contribute to a cooperative by examining the risks and benefits associated with the investment and find that the risks related to cost sharing and switching costs are important determinants for consumers.
6 citations
References
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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