Prior Ties, Shared Values and Cooperation in Public–Private Partnerships

2009 ◽  
Vol 5 (3) ◽  
pp. 353-374 ◽  
Author(s):  
Zhe Zhang ◽  
Difang Wan ◽  
Ming Jia ◽  
Lihong Gu
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Public Private Partnership ◽  
Shared Values ◽  
Public Private Partnerships ◽  
Private Partnership ◽  
Mediating Role ◽  
Partnership Research ◽  
Managerial Implications ◽  
Informal Contracts

Based on social exchange theory, we propose and test the mediating role of formal and informal contracts in linking cooperation characteristics of prior ties and shared values among partners to cooperation success in the public—private partnership context. Results from a survey of 244 partners in public—private partnerships in the medical and healthcare fields in China revealed that both formal and informal contracts mediate the relationship between cooperation characteristics and cooperation success. We discuss the theoretical and managerial implications for public-private partnership research and practice with a specific focus on the Chinese context.

THE МEANING OF PUBLIC-PRIVATE PARTNERSHIP FOR DEVELOPMENT OF LOCAL SELF-GOVERNMENT

2018 ◽  
Vol 28 (1) ◽  
pp. 351-356
Author(s):  
Sandra Risteska
Keyword(s):  
European Union ◽  
Economic Development ◽  
Rapid Development ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Successful Implementation ◽  
Economic Policies ◽  
The European Union ◽  
Private Partnership ◽  
Public And Private Sector

Each country strives for growing economic development, but no country is able to implement it. Various experiences and projects from the countries of the European Union and other neighboring countries are taken and considered. Towards the end of the 20th century and at the beginning of the 21st century, economic movements are increasingly relying on public-private partnerships, which can lead to a rapid development process through the financing of infrastructure projects. Economic globalization, as well as the emergence of new opportunities for economic activity in the world, are aimed at cooperation of the authorities and businesses in the realization of the socio-economic policies. The implementation and realization of development projects through public-private partnerships is impossible without participation by the relevant institutions of the public and private sector. Above all, direct participation implies expertise, experience and education. Every project that will be realized through various forms of public-private partnership must fulfill certain conditions. Among the conditions for proper implementation of the project are: dialogue, transparency and monitoring. The main feature of PPP is the transfer of the risk to the financing, efficiency and quality of public services, which are usually the burden of the private partner. This paper analyzes and explores the essence of public-private partnership. The conceptual framework for public-private partnership, as well as its strengths and weaknesses, is set. With the application of PPP, the economic development of the infrastructure as a whole, and in particular the development of local infrastructure, is analyzed. The origin of PPPs, its characteristics, as well as the need and importance for their continuous implementation are explained. The application of PPP is considered through the experiences in certain countries of the European Union and the Republic of Macedonia. Then, the responses to previously hypothesized hypotheses are collected: what is the successful implementation of PPP, what is needed for PPPs and why. In the end, the data from the conducted research are collected, analyzed and determined the profile of certain activities, as well as the possible decisions for further strategies for the implementation of the PPPs.

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

Méthodologie d’analyse conceptuelle appliquée: Comment définir le concept de ‘partenariat public–privé’ dans une perspective juridique et transdisciplinaire?

2012 ◽  
Vol 51 (2) ◽  
pp. 280-300 ◽  
Author(s):  
Julie McCann ◽  
Martin Thiboutot
Keyword(s):  
Conceptual Analysis ◽  
Public Services ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Analysis Framework ◽  
Private Partnership ◽  
Legal Concepts

The increasing use of public–private partnerships (PPP) as a means of delivering public services or constructing public infrastructures draws growing interest in the legal community. The ambiguity and lack of consensus surrounding the content of PPP as a concept, leads the researcher to refer to various disciplinary sources. Widely encouraged in law, transdisciplinarity often suffers methodological insufficiencies when comes the time to define transdisciplinary concepts. The authors revisit the interpretation methods developed by the courts, and propose a complementary conceptual analysis framework. The developed framework is then applied to the emerging concept of public–private partnership, as it is used and defined in various disciplines. The paper demonstrates the feasibility and desirability to provide a transdisciplinary perspective to legal concepts.

Too much is not always good: the inverted U-shaped link between green customer integration and opportunistic behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haiqing Shi ◽  
Taiwen Feng ◽  
Zhiyi Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Hierarchical Regression ◽  
Opportunistic Behavior ◽  
Moderating Effects ◽  
Customer Integration ◽  
Content Type ◽  
Relational Norms ◽  
Managerial Implications

PurposeThe purpose of this study is to explore the inverted U-shaped relationship between green customer integration (GCI) and opportunistic behavior, as well as the moderating effects of contractual control and relational norms.Design/methodology/approachThe authors conducted hierarchical regression analysis using two-waved data from 206 Chinese manufacturing firms to test hypotheses.FindingsThe authors found that GCI has an inverted U-shaped effect on opportunistic behavior. Furthermore, both contractual control and relational norms negatively moderate the inverted U-shaped relationship between GCI and opportunistic behavior.Originality/valueThis study uncovers an inverted U-shaped link between GCI and opportunistic behavior by combining transaction cost economics and social exchange theory. Furthermore, this study reveals contractual control and relational norms can be deemed as two boundary conditions affecting the inverted U-shaped GCI–opportunistic behavior relationship. This study also offers managerial implications for firms curbing opportunistic behavior that may result from GCI.

scholarly journals Critical Success Factors for Sustainable Public-Private Partnership (PPP) in Transition Conditions: An Empirical Study in Bosnia and Herzegovina

2020 ◽  
Vol 12 (17) ◽  
pp. 7121
Author(s):  
Goran Amović ◽  
Rado Maksimović ◽  
Sonja Bunčić
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Principal Component ◽  
Transitional Economies ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Private Partnership ◽  
Methodological Research ◽  
Critical Success ◽  
National Governments

In the initial stages of the adoption and institutionalization of Public-Private Partnerships (PPPs), national governments of transitional economies have accepted, developed, and organized Public-Private Partnerships with varying degrees of success. This study aims to investigate the critical success factors (CSFs) influencing the establishment of a sustainable Public-Private Partnership in transition conditions. In the first part of the paper, based on an extensive review of the literature, previous studies and relevant results in this field are presented as a background for this research. In the second part of this article, the survey used a factor analysis, which, with the application of the Principal Component Analysis and Varimax method with Kaiser normalization, has extracted four CSFs: (1) the establishment of a central PPP unit—knowledge center; (2) the establishment of a compatible legal/regulatory framework; (3) development of national PPP policies and strategies; and (4) standardization and transparency of the process. In the concluding remarks, the authors address the perspectives and methodological research constraints, examining possibilities to develop new knowledge and more efficient Public-Private Partnership implementation in the developing PPP markets of transitional economies.

scholarly journals The evolution of public–private partnership in Ireland: a sustainable pathway?

2016 ◽  
Vol 84 (3) ◽  
pp. 579-595 ◽  
Author(s):  
Gail Sheppard ◽  
Matthias Beck
Keyword(s):  
Public Sector ◽  
Public Private Partnership ◽  
Institutional Isomorphism ◽  
Public Private Partnerships ◽  
Credit Crisis ◽  
Private Partnership ◽  
Institutional Legitimacy ◽  
The Uk ◽  
Voluntary Adoption ◽  
Institutional Capacity Building

Ireland is a latecomer to public–private partnerships, having only adopted them in 1998. Prior to the credit crisis, Ireland followed the UK model, with public–private partnerships being implemented in transport, education, housing/urban regeneration and water/wastewater. Having stalled during the credit crisis, public–private partnerships have recently been reactivated with the domestic infrastructure stimulus programme. The focus of this article is on Ireland as a younger participant in public–private partnerships and the nexus between adoption patterns and the sustainability characteristics of Irish public–private partnerships. Using document analysis and exploratory interviews, the article examines the reasons for Ireland's interest in public–private partnerships, which cannot be attributed to economic rationales alone. We consider three explanations: voluntary adoption – where the UK model was closely followed as part of a domestic modernisation agenda; coercive adoption – where public–private partnership policy was forced upon public sector organisations; and institutional isomorphism – where institutional creation and change around public–private partnerships were promoted to help public sector organisations gain institutional legitimacy. We find evidence of all three patterns, with coercive adoption becoming more relevant in recent years, which is likely to adversely affect sustainability unless incentives for voluntary adoption are strengthened and institutional capacity building is boosted. Points for practitioners There are many reasons why public sector organisations procure via public–private partnerships, and motivations can change over time. In Ireland, public–private partnership adoption changed from being largely voluntary to increasingly coercive. Irrespective of motives, public–private partnership procurement must be underpinned by incentives and institutional enabling mechanisms, which should be strengthened to make Ireland's public–private partnership strategy sustainable.

Explaining Public-Private Partnership Projects through Political Factors: An Assessment of Developing Countries

2021 ◽  
pp. 003232172110403
Author(s):  
Noemí Peña-Miguel ◽  
Beatriz Cuadrado-Ballesteros
Keyword(s):  
Developing Countries ◽  
Political Ideology ◽  
Political Competition ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Left Wing ◽  
Political Factors ◽  
Middle Income ◽  
Private Partnership ◽  
The Government

This article analyses the effect of political factors on the use of Public Private Partnerships in developing countries. According to a sample of 80 low- and middle-income countries over the period 1995–2017, our findings suggest that Public Private Partnership projects are affected by political ideology, the strength of the government and electoral cycles. Concretely, they tend to be used by left-wing governments to a greater extent than governments with other ideologies. Public Private Partnerships also tend to be more frequently used by fragmented governments and when there is greater political competition. There is also some evidence (although slight) on the relevance of the proximity of elections in explaining Public Private Partnerships in developing countries.

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