Public-Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives
TL;DR: In this paper, the authors propose a conceptual typology of hybridity in governance and organizational logics for cross-organizational collaboration, and propose the notion of value as a crucial bridging point between these perspectives.
Abstract: Focusing on the collaboration intersecting public, non-profit and private spheres of economic activity, we analyse the conceptual forms of hybridity embedded in these novel inter-organizational arrangements, and link them to different mechanisms of creating social value. We first disentangle alternative notions of hybrid arrangements in existing literature by proposing a conceptual typology on two theoretically complementary yet distinct dimensions: hybridity in governance and hybridity in organizational logics. We show how both forms of hybridity can jointly occur in complex public-private and cross-sector collaborations, and propose the notion of value as a crucial bridging point between these perspectives. Crucially, we develop a conceptual framework on key theoretical mechanisms leading to economic and social value in these inter-organizational collaborations. Our work deepens the understanding of how diverse, hybrid forms of collaboration can create value and builds critical links between previously disparate streams of literature on public-private interaction, cross-sector collaboration and social enterprises.
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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.
217 citations
TL;DR: In this article, a systematic literature review explores the megaproject management literature and contributes by improving our understanding of the causes and cures of poor megap-roject performance.
Abstract: This systematic literature review explores the megaproject management literature and contributes by improving our understanding of the causes and cures of poor megaproject performance. The review analyzes 6,007 titles and abstracts and 86 full papers, identifying a total of 18 causes and 54 cures to address poor megaproject performance. We suggest five avenues for future research that should consider examining megaprojects as large-scale, inter-organizational production systems: (1) designing the system architecture; (2) bridging the gap with manufacturing; (3) building and leading collaborations; (4) engaging institutions and communities; and (5) decomposing and integrating the supply chain.
112 citations
Cites background or methods from "Public-Private Collaboration, Hybri..."
...…of papers entirely reviewed (AliagaIsla & Rialp, 2013; Crossan & Apaydin, 2010; Klang et al., 2014; Papamitsiou & Economides, 2014; Podsakoff et al., 2005; Pölkki et al., 2014; Richards et al., 2014; Tompkins & Arendt, 2015; Überbacher, 2014; Wielenga‐Meijer et al., 2010; Zhang et al., 2011)....
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...The papers included categories A (248) and B (216), which were consolidated again (464); in light of the high number we adopted the strategy of employing the impact factor as a measure to maintain quality and reduce the number of papers entirely reviewed (AliagaIsla & Rialp, 2013; Crossan & Apaydin, 2010; Klang et al., 2014; Papamitsiou & Economides, 2014; Podsakoff et al., 2005; Pölkki et al., 2014; Richards et al., 2014; Tompkins & Arendt, 2015; Überbacher, Figure 1. Steps of the systematic literature review. 2014; Wielenga‐Meijer et al., 2010; Zhang et al., 2011)....
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...…a measure to maintain quality and reduce the number of papers entirely reviewed (AliagaIsla & Rialp, 2013; Crossan & Apaydin, 2010; Klang et al., 2014; Papamitsiou & Economides, 2014; Podsakoff et al., 2005; Pölkki et al., 2014; Richards et al., 2014; Tompkins & Arendt, 2015; Überbacher, Figure 1....
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TL;DR: In this article, the authors focus on government as an institution in the business conduct and its implications for management and organization, focusing on government and the Governance of Business Conduct: Implications for Management and Organization.
Abstract: In this introductory paper for the special issue “Government and the Governance of Business Conduct: Implications for Management and Organization”, we focus on government as an institution in the b...
74 citations
TL;DR: Li et al. as discussed by the authors identify the enabling conditions and articulate the role played by local government as an institutional entrepreneur in fostering regional entrepreneurship through entrepreneurial public-private collaborative partnerships, and they conclude with some theoretical and policy implications for public management and entrepreneurship.
Abstract: Due to the intertwined nature of private and public interests, local governments tend to use collaborative partnerships involving entrepreneurs to promote regional entrepreneurship. However, there is still a gap in the theory with regard to the mechanisms underpinning these collaborative partnerships. Drawing on institutional entrepreneurship literature, we identify the enabling conditions and articulate the role played by local government as an institutional entrepreneur in fostering regional entrepreneurship through entrepreneurial public-private collaborative partnerships. This paper explicates two distinct mechanisms—the establishment of new institutional arrangements by the institutional entrepreneur, and the advocation of diffusion by other actors—that underpin entrepreneurial public-private collaborative partnerships. Importantly, we underscore the crucial role played by returnee entrepreneurs who interact collaboratively with the institutional entrepreneur in affecting institutional change and fostering regional entrepreneurship. We conduct in-depth qualitative interviews with local government officials, entrepreneurs, and high-tech park managers, in conjunction with performing content analysis of policy documents in a peripheral region of China—areas that have been largely neglected in scholarly research. This paper concludes with some theoretical and policy implications for public management and entrepreneurship.
69 citations
01 Dec 2018
TL;DR: In this paper, the authors identify four pillars that seem to play a critical role in enabling organizations to pursue joint social and financial goals over time, specifically, how organizations set goals, structure activities, select members and socialize those members.
Abstract: While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit. As a result, they also increasingly face the distinct challenge of pursuing social and financial goals at the same time. Social enterprises have a great deal of experience dealing with this challenge, as hybrid organizations that combine aspects of typical businesses (undertaking commercial activity) and not-for-profit organizations (pursuing a social mission). In this essay, I discuss my research, as well as that of others, on social enterprises, with the objective of tracing my perspective on the current state of knowledge regarding social enterprises and their capacity to pursue joint social and financial goals over time. I start by discussing how exposure to diverse organizational contexts and gender affect the founding of social enterprises, before presenting the distinct tensions of hybrid organizing and how social enterprises overcome them. In doing so, I suggest that we consider these challenges in terms of internal and external pressures related to both identity and resources. Building on existing research, I then identify four pillars that seem to play a critical role in enabling organizations to pursue joint social and financial goals over time—specifically, how organizations set goals, structure activities, select members and socialize those members. In my own research, I see that these four pillars both shape and are shaped by the culture of the organization. While they might configure these organizational elements differently, I observed that the organizations able to pursue both social and financial goals over time seem to share a commonality: they maintain a hybrid organizational culture that holds and balances tensions between creating social and economic value. In conclusion, I discuss areas for future research on the joint pursuit of financial and social goals in organizations.
64 citations
References
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TL;DR: In this article, the authors draw on recent progress in the theory of property rights, agency, and finance to develop a theory of ownership structure for the firm, which casts new light on and has implications for a variety of issues in the professional and popular literature.
49,666 citations
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
01 Mar 2010
18,472 citations
"Public-Private Collaboration, Hybri..." refers background in this paper
...Yet, studies on hybrid organizations, social enterprises, and the non-profit sector have increasingly turned their attention to broader conceptualizations of value going beyond the focal actor’s or organization’s interests to value accruing to wider levels of society, such as social constituents or stakeholders more generally (Freeman, 1984; Freeman et al., 2007; George et al., 2012)....
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...…increasingly turned their attention to broader conceptualizations of value going beyond the focal actor’s or organization’s interests to value accruing to wider levels of society, such as social constituents or stakeholders more generally (Freeman, 1984; Freeman et al., 2007; George et al., 2012)....
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TL;DR: In this paper, the authors argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: relation-specific assets, knowledge-sharing routines, complementary resources/capabilities, and effective governance.
Abstract: In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view.
11,355 citations
"Public-Private Collaboration, Hybri..." refers background in this paper
...Extant literature of alliances and partnerships recognizes that firms can increase the (private and joint) value from collaboration by combining their heterogeneous resources and capabilities (Dyer and Singh, 1998; Eisenhardt and Schoonhoven, 1996; Lavie, 2006)....
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TL;DR: In this paper, a theory of costly contracts is presented, which emphasizes the contractual rights can by of two types: specific rights and residual rights, and when it is costly to list all specific rights over assets, it may be optimal to let one party purchase all residual rights.
Abstract: Our theory of costly contracts emphasizes the contractual rights can by of two types: specific rights and residual rights. When it is costly to list all specific rights over assets in the contract, it may be optimal to let one party purchase all residual rights. Ownership is the purchase of these residual rights. When residual rights are purchased by one party, they are lost by a second party, and this inevitably creates distortions. Firm 1 purchases firm 2 when firm 1's control increases the productivity of its management more than the loss of control decreases the productivity of firm 2's management.
8,850 citations
"Public-Private Collaboration, Hybri..." refers background in this paper
...The first approach, built on contractual theories of the firm, such as transaction cost economics and incomplete contracting and agency theories (Grossman and Hart, 1986; Hart and Moore, 1990; Jensen and Meckling, 1976; Williamson, 1991, 1996), conceptualizes hybridity in terms of governance; that is, hybrids are seen as organizational forms combining traits and features from the discrete modes of markets, firms, or public hierarchies....
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...The first approach, built on contractual theories of the firm, such as transaction cost economics and incomplete contracting and agency theories (Grossman and Hart, 1986; Hart and Moore, 1990; Jensen and Meckling, 1976; Williamson, 1991, 1996), conceptualizes hybridity in terms of governance; that…...
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