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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.
Citations
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Book ChapterDOI
01 Jan 2015
TL;DR: In this paper, the authors analyze the option of a joint venture with a local partner when expanding globally, and then present a formal discussion on strategic alliances, and discuss the following three necessary management phases: the alliance project development phase, the alliance structure design phase, and the alliance execution phase.
Abstract: When creating new operations overseas, companies must fulfill various requirements, such as providing benefits for local employees, finding sources for materials and parts, creating logistics infrastructure including new distribution channels, and gaining regulatory approval for the operations. Instead of doing these tasks independently, it is more practical for companies to cooperate with local businesses. In addition, companies can reduce their overseas investment risk through joint ventures (i.e., joint investment companies) with local entities instead of creating wholly owned local subsidiaries. Without cooperation with a local company, it becomes difficult to smoothly launch new business operations in emerging nations such as China and India, which have business environments that are very different from those of advanced countries. As stated in Chap. 4, these emerging countries do not possess adequate market mechanisms or economic legislations such as corporate law, making business transactions unpredictable. Alliances with local companies are effective in filling such institutional voids (Khanna and Palpu 2010). However, expanding operations via joint ventures with local companies does have the disadvantage of diminished autonomy because of the intervention of local firm’s management. Even when companies decide that increasing headquarters’ control in a company-wide global strategy is an appropriate course of action, it is possible that the strategy might not come to fruition because of opposition by joint venture partners. In this chapter, we first analyze the option of a joint venture with a local partner when expanding globally, and then present a formal discussion on strategic alliances. A joint venture is a form of alliance; however, companies can also form contractual alliances, such as licensing agreements and joint operating agreements. In addition, many relationships with strategic alliance partners extend to the long term, and alliance management skills after establishing a joint venture or entering into an agreement have a tremendous impact on performance. In this chapter, we discuss the following three necessary management phases: (1) the alliance project development phase, (2) the alliance structure design phase, and (3) the alliance execution phase.

2 citations

Journal ArticleDOI
01 Jan 2018
TL;DR: In this paper, the authors examine the maniere de la boite a outils du Nouveau Management Public (NMP) (Goldfinch et Wallis, 2009, 151) in le systeme de sante francais.
Abstract: La resurgence de nouvelles politiques conservatrices a la fin des annees 1970 et dans les annees 1980 (par ex. les « reaganomics » et le « thatcherisme ») qui etaient favorables au marche (Lorenz, 2012) a renforce la dependance envers le secteur prive dans la prestation de services publics. En France, le soutien au secteur prive est de moins en moins une question partisane ou ideologique, et davantage une approche pragmatique et de plus en plus routiniere de la prestation de services publics. Dans le present article, nous examinons la maniere dont la boite a outils du Nouveau Management Public (NMP) (Goldfinch et Wallis, 2009, 151) est utilisee dans le systeme de sante francais ; nous examinons son adoption selective ; et evaluons son impact sur la responsabilite et la transparence du systeme. Le gouvernement francais a finalement opte pour une recentralisation du systeme de sante a des fins de suivi.Remarques a l’intention des praticiensMalgre des appels reiteres en faveur de la deconcentration, la mise en œuvre du NMP dans le systeme de sante francais a conduit a une recentralisation accrue et a un renforcement de la reglementation. La recherche d’une plus grande imputabilite demeure un processus continu. Le NPM prend des formes differentes d’un contexte institutionnel a l’autre.

2 citations

Proceedings Article
27 Jul 2014
TL;DR: In this article, the authors construct a value co-creation model for cultural products through interpretive methods of qualitative research, which can be used to understand cultural products from the perspectives of the creator, the product, the place/channel, and the consumer.
Abstract: Cultural creativity is part of our lives. Over the recent years, the cultural-creative industry has drawn a great deal of attention from the public and has been widely researched by scholars. However, the process in which the value of cultural products is created, delivered, and perceived remains largely not well understood. Using art glass as an example, this paper aims to construct a value co-creation model for cultural products through interpretive methods of qualitative research. The major findings of this study are: 1) The value co-creation model of cultural products can be understood from the perspectives of the creator, the product, the place/channel, and the consumer; 2) The model of value co-creation is a process of dynamic organizing; and 3) The value co-created by cultural products involves both economic and social values, and can be realized through dialogue/communication, purposely-designed context, and awareness building. With these findings, this paper not only provides new insights to the theory of value, but also practical implications for the cultural-creative industry.

2 citations

Journal ArticleDOI
04 Jun 2016
TL;DR: The authors introduce the notion europeenne de partenariat public-prive institutionnalise, i.e., hybrides public prive visent a repondre aux difficultes induites par les montages classiques en partenariats public privé.
Abstract: La loi du 1er juillet 2014 creant les societes d’economie mixte a operation unique a introduit en droit francais la notion europeenne de partenariat public-prive institutionnalise. Ces structures hybrides public-prive visent a repondre aux difficultes induites par les montages classiques en partenariat public-prive : leur cout pour les finances publiques, leur opacite qui fait obstacle a leur controle par le contractant public et, enfin, leur rigidite qui place souvent ce dernier dans une situation d’otage contractuel. Si la resolution de ces difficultes est possible, elle risque de n’etre que partielle et potentiellement porteuse de nouveaux facteurs de risques.

2 citations

Posted Content
TL;DR: In this article, the authors examine the process of collective identity formation in the context of hybrid organizing and find that ambiguous or multiple organizational roles and strong identities of the collaborating organizations limit knowledge sharing.
Abstract: The present article examines the process of collective identity formation in the context of hybrid organizing. Empirically, we investigate hybrid organizing in a collaborative structure at the interface of two heterogeneous organizations in the domain of new renewable energies. We draw on the literature on knowledge sharing across organizational boundaries, particularly the notions of transfer, translation and transformation, to examine in real time how knowledge sharing in a hybrid setting contributes (or not) to the emergence of a new collective identity at the interface of two heterogeneous organizations. Our findings point to two factors that limit knowledge sharing and hence to new collective identity formation in a hybrid space: 1) ambiguous or multiple organizational roles and 2) strong identities of the collaborating organizations. These findings contribute to illuminating the initial formation of a new collective identity in hybrid organizing, and hence how new hybrid organizational forms may emerge non-intentionally.

2 citations

References
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Book
01 Jan 1990
TL;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

Journal ArticleDOI
13 Dec 1968-Science
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

Book ChapterDOI
01 Mar 2010

18,472 citations

Book
01 Jan 1984
TL;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

Journal ArticleDOI
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