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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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TL;DR: Following implementation, substantial improvements in health service delivery indicators were observed in the Health Program area as compared with pre-program period and the stagnating or declining national performance.
Abstract: Background The Community Mine Continuation Agreement Middle (CMCA) and South Fly Health Program (the Health Program) is a partnership for improving health service delivery in remote Papua New Guinea (PNG). The Health Program is delivered by a private contractor working in partnership with existing health service providers to improve service delivery using existing government systems, where possible, and aligns with national policies, plans and strategies. A midline evaluation was conducted to determine changes in health service delivery since commencement of the Health Program. Methods A mixed methods evaluation was undertaken mid-way through implementation of the Health Program, including a pre/post analysis of health service delivery indicators, semi-structured interviews with health workers and assessment of health facility equipment and infrastructure. Results Improvements in many of the long-term expected outcomes of the Health Program were observed when compared to the pre-program period. The number of outpatient visits per person per year and number of outreach clinics per 1000 children under 5 years increased by 15% and 189% respectively (P < .001). Increases in vaccination coverage for infants aged P < .001) and 75% for 1st dose Sabin (P < .001), 30% for 3rd dose pentavalent (P < .001) and 26% for measles vaccination (P < .001). Family planning coverage remained at similar levels (increasing 5%, P = .095) and antenatal care coverage increased by 26% (P < .001). Supervised deliveries coverage declined by 32% (P < .001), a continuation of the pre-Program trend. The proportion of facilities with standard equipment items, transport and lighting increased. Health worker training, in particular obstetric training, was most commonly cited by health workers as leading to improved services. Conclusion Following implementation, substantial improvements in health service delivery indicators were observed in the Health Program area as compared with pre-program period and the stagnating or declining national performance. This model could be considered for similar contexts where existing health service providers require external assistance to provide basic health services to the community.
5 citations
TL;DR: In this article, the authors reveal heterogeneity of value concept and reveal new insights for value measurement system development as well as new insights of value measurement systems development are presented as well, based on the analysis of different theories, which directly and indirectly could influence value measuring systems.
Abstract: Today value creation expanded outside the organization. Strategic management is concerned with advantage-seeking and opportunity-seeking behaviours, resulting in value creation for different stakeholders groups: organizational (customers, employees, managers, and shareholders, etc.) and contextual (government, society, etc.). Some of them could be conceptualized as “dynamic and interactive”; others – as “static and controlled”. Different interpretations of value could be found in economics, strategic management, marketing, human resources management, accounting and finance theories. Recent approaches are based on evolutionary economics and public management. The variety of interpretations of value leads to ambiguous understanding the concept itself, correctness of its measurement and` innovations of value measurement system. The article reveals heterogeneity of value concept. This result is based on the analysis of different theories, which directly and indirectly could influence value measurement systems. New insights for value measurement system development are presented as well.DOI: http://dx.doi.org/10.5755/j01.em.17.4.2985
5 citations
TL;DR: In this article, the authors examined the current state of the management of traditional retail markets (TRM) in the United Kingdom and identified the management challenges of TRM lie at the intersect between its private-like business entity and the management overseen by local authorities.
Abstract: The paper examines the current state of the management of traditional retail markets (TRM) in the United Kingdom. TRM are indoor and outdoor markets located in town and city centres across the UK, selling food, household goods, clothing and the like. The paper employs comparative analysis approach of multiple cases using an analytical framework draws from place management and retail business management literature. The study investigates eleven retail markets in the UK, including seven run by Local Councils, two privately run and two operated by Charity Trusts. The paper identifies the management challenges of TRM lie at the intersect between its private-like business entity and the management overseen by local authorities, whose roles and functions are mainly on delivering public services. Although some council markets struggle, it remains a popular model for TRM because it offers social space and inclusion which other types of markets lack. The study also highlights that the environment within which TRM operate, such as policy, infrastructure, business and entrepreneurial aspects play an important role in influencing the performance of the markets. The paper contributes to the retail literature conceptual and empirical understanding of TRM management – the area which has been mostly neglected and under-researched. It offers an integrated analytical framework, including four dimensions of policy, infrastructure, business and entrepreneurial environment (PIBE) to advance the current limited understanding of this traditional form of retailing and sheds light on future research in this area.
4 citations
TL;DR: In this paper, a fuzzy inference system (ANFIS) based model has been developed to support early phases decision-making processes in downstream projects of petroleum industry in Iran, and the proposed model is trained and tested based on 75 Iranian completed petroleum projects.
Abstract:
Purpose
Planning phase of a project results to series of crucial decisions which determine the path to objectives achievement. At the same time, in this phase, project encounters the highest level of uncertainty in comparison of all phases of project lifecycle. This paper aims to support early decisions of project based on the progress forecasting.
Design/methodology/approach
The scope of study is limited to downstream projects of petroleum industry in Iran, and the proposed model is trained and tested based on 75 Iranian completed petroleum projects. First, types of progress curve functions are investigated, and various types are studied and the most appropriate ones are selected through curve fitting. In the next step, using questionnaire, dependent and independent variables are recognized. Finally, using historical data and s-curve generator functions, a fuzzy inference system (ANFIS) based model have been developed to support early phases decision-making processes.
Findings
Based on the analysis of received questionnaires, six functional criteria in two groups as dependent variables and 25 independent variables, in two groups and four clusters are determined and categorized. Eventually, performance prediction model of a project has been developed by using Adaptive Nero Fuzzy Inference System.
Originality/value
The main contribution of this study to construction management knowledge is categorizing two groups of variables, which first one defines the project dynamic and the other calculates the key effects on previous one. Also, this investigation improves the current knowledge by analyzing the project system from the dynamic behavior perspective and modeling the defined variables using ANFIS tools.
4 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