The study of relations between organizations has been a major concern of organization theorists for at least the past 25 years (Provan, Milward, 1999). While most of the work in this area has focused on the determinants or predictors of interorganizational relations (see Oliver, 1990, for a review), as an understanding of the phenomenon has grown, the unit of analysis has gradually shifted from the dyad to the organization set, to the network. Especially in recent years, the study of organizational networks has proliferated. Much of this interest has been generated by an emerging recognition by academics that businesses, as well as organizations in the not-for-profit and public sectors, are increasingly turning to various forms of cooperative alliances as a way of enhancing competitiveness and effectiveness that would not be possible through the traditional governance mechanisms of market or hierarchy (Powell, 1990).
During the last decade, Public Private Partnerships (PPPs) 'loosely defined as cooperative institutional arrangements between public and private sector actors to provide public infrastructure and services' have received increasing interest around the world both in practice and as a research topic. Undoubtedly, PPP is a concept with high appeal as it promises a synthesis of private sector efficiency with the involvement of civil society. It is expected to enable the accomplishment of objectives neither government nor private actors could achieve alone. According to practice-oriented literature, the overall aim is a synthesis of the two sectors to decrease costs, improve strategic positions and allow for knowledge transfer to strengthen public sector capacity. In spite of this rising interest, practical implementation is below expectations and the way towards establishing PPPs in practice is often described as rather cumbersome.
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1. Introduction: outlining the topic and program; relevance and attractiveness of topic; partnership life-cycle; theoretical foundations, varieties of understanding and boundaries to other governance arrangements, EU Greenbook; making problems/failures/difficulties of implementation a subject of discussion.
2. The lifecycle of PPPs
3. Setting the stage for PPPs
4. Designing PPPs
5. Managing the resources of a PPP
6. Managing PPPs for the delivery of services
7. Assessment, termination, and renewal of PPPs
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The course outline follows the forms of governance approach of PPPs distinguishing crucial phases in the life-cycle of PPPs. Within this basic structure there will be a combination of lectures, practice cases, presentations as well as discussions based on country experiences.
On the first day of the course a case will be presented. The students will work on specific questions of this case throughout the course, and present their results on the last day. In addition, each topic will be discussed on the basis of a smaller case representing different countries experiences.
Students are expected to engage actively in class dialogue and discussions. All students are required to work on group assigments during the course and the exam.
Prior to the course, the students will receive material (case and readings) which have to be prepared before the actual start of the course.
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Readings:
Powell, W.W. (1990) 'Neither market nor hierarchy: network forms of organization' Research in Organizational Behavior, 12, p. 295-336.
Ysa, T. (2007) 'Governance forms in urban public-private partnerships' International Public Management Journal 10(1), p. 35-57.
Greve, C. and Hodges (2007) 'Introduction ' in The challenge of public-private partnerships. Routledge.
Mendoza, X. (1996) Public Sector Transformation in advanced societies: from the welfare state to the relational state. Mimeo.
Pollit, C. (2003) "Partnerships, networks, joined-up governance, the information age (and all that)" in: The Essential Public Manager, p:52-67. Open University Press.
Bovaird, T. (2004) 'Public-private partnerships: from contested concepts to prevalent practice' International Review of Administrative Sciences, 70(2): 199-215.
Domberger, S. and Fernandez, P. (1999) 'Public-private partnerships for service delivery' Business Strategy Review, 10(4): 29-39.
Fischbacher, M. and Beaumont, P.B (2003) 'PFI, Public-private partnerships and the neglected importance of process: stakeholders and the employment dimension' Public Money and Management.
Heald, D. and Geaughan, N. (1997) 'Accounting for the private finance initiative' Public Money and Management.
Hodge, G. (2004) 'The risky business of public-private partnerships' Australian Journal of Public Administration, 63(4): 37-49.
Klijn, E.H. and Teisman, G. (2003) 'Institutional and strategic barriers to public-private partnership: An analysis of Dutch cases' Public Money and Management.
O'Boyle, C. (1997) 'A client's tale: the Royal Armouries Museum, Leeds' Public Money and Management.
Reeves, E. (2003) 'Public-private partnerships in Ireland: policy and practice' Public Money and Management.
Terry, F. (1996) 'The Private Finance Initiative- Overdue reform or policy breakthrough?' Public Money and Management.
Wettenhall, R. (2003) 'The rethoric and reality of public-private partnerships' Public Organization Review, 3: 77-107.
Additional suggested reading:
Agranoff, R. (2007) Managing within networks. Adding value to public organizations. Georgetown University Press.
Hodge, G. and Greve, C. (2005) The challenge of public-private partnerships. Learning from international experience. Edward Elgar Publishing.
Kickert, W.; Klijn, E. and Koppenjan, J. (eds.) (1999) Managing complex networks. Strategies for the Public Sector. Sage.
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