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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01 Jan 2018
2 citations
TL;DR: In this paper, the comparative advantage of cooperatives relative to for-profit firms in infrastructure provision is examined, showing that cooperatives are more likely to provide internet in communities where for-profits offer poor quality service, with these effects being stronger in rural communities, communities with persistent poverty and communities with high social cohesion.
Abstract: In this study, we examine the comparative advantage of cooperatives relative to for-profit firms in infrastructure provision. We argue that infrastructure projects generate positive local externalities for the communities in which they are located, and that cooperatives, being able to internalize these benefits, may be willing to provide higher quality infrastructure than for-profits, especially in marginalized communities where the costs of provision are high relative to revenues. We test and find support for this argument in US internet broadband provision from 2014 to 2017, showing that cooperatives are more likely to provide internet in communities where for-profits offer poor quality service, with these effects being stronger in rural communities, communities with persistent poverty, and communities with high social cohesion.
2 citations
TL;DR: In this article, the authors investigate the factors that may influence support of public-private partnerships (PPPs) by government employees potentially involved in designing and implementing cross-sectoral collaborations.
Abstract: Purpose
The purpose of this paper is to investigate the factors that may influence support of public-private partnerships (PPPs) by government employees potentially involved in designing and implementing cross-sectoral collaborations
Design/methodology/approach
Based on an original survey of government employees in the USA, this study explores the impact of individual, organizational and environmental factors on their support for PPPs by employing ordinary least squares regression
Findings
Among the individual factors, involvement in PPPs and concerns for efficiency have been identified as factors having positive impact on government employees’ support for PPPs Male government employees seem to be less supportive of PPPs than female government employees Environmental factors such as public opinion and appointed agency heads positively influence government employees’ views of PPPs No evidence for the significant impact of organizational factors on government employee perceptions of PPPs was found
Research limitations/implications
Factors influencing government employees’ attitudes may also have an effect on employees’ behaviors when involved in PPPs Further studies may clarify how attitudes are translated into behaviors and how they influence the performance of PPPs Investigations into government employees’ views of PPPs before and after their actual involvement in partnerships may allow for identifying changes in employees’ support for PPPs and their possible causes
Originality/value
This study investigates the impacts of individual, organizational and environmental factors on government employees’ support for partnerships with the private sector that remain under-researched in the literature
2 citations
TL;DR: A conceptual governance framework to guide creating and managing a modular interorganizational network to address complex social problems and advances how leveraging modularity may simultaneously advance the interests of participating actors and deliver societal value.
Abstract: We develop a conceptual governance framework to guide creating and managing a modular interorganizational network to address complex social problems. Drawing on theoretical foundations in modularity and interorganizational networks, we propose that modularizing complex social problems is a dialectic, emergent process that blends a convener-led network formation with a consultative problem definition and solution design. We also posit that social systems are imperfectly modular and need purposefully designed interface governance to integrate the modules. Finally, we advance how leveraging modularity may simultaneously advance the interests of participating actors and deliver societal value. Together, the propositions advance a governance framework for a modular, multi-actor adaptive system suited to tackle the scale, diversity, and dynamics of complex social problems.
2 citations
TL;DR: In this paper, the authors investigated whether or not, through water sector reforms PPP has been realized in the provision of water services in Kenya using public choice theory, using secondary data and primary data from seven (7) Focus Group Discussions, and 33 Key Informant Interviews.
Abstract: Public-Private Partnership refers to an approach which combines positive aspects of Public and private sectors to come up with better public service delivery model. The PPP arrangements neither appear uniformly nor apply in all circumstances. The study investigated whether or not, through water sector reforms PPP has been realized in the provision of water services in Kenya. Using Public choice theory the study used secondary data and primary data from seven (7) Focus Group Discussions, and 33 Key informant interviews. From seven (7) WSPs, the study found out that PPPs exist in regulation, provision and financing of water services and that in Kenya, PPPs have been incorporated more by the community water projects than the Public water companies.
2 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