Successful joint venture partnerships: public‐private partnerships

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Seeks to examine important characteristics that go hand-in-hand with successful public-private partnerships. Design/methodology/approach -A grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.Findings -A descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture. Research limitations/implications -Further research might examine other examples of public-private partnerships since the research reported here comprises only a single case studythe major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play. Originality/value -The paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.

Collaborative Distance: Multi-level Analysis Framework for Recommending Structure and Safeguards

“…Today, partnership plays a key role for all types and forms of organizations, yet collaboration is notoriously difficult, fraught with loss of control, multiple and sometimes conflicting goals, and tension between accountability and autonomy [15]. Given that collaboration is no longer a choice but rather a necessity, this paper develops an innovative and integrative collaboration framework for analyzing collaborations and recommending structures and safeguards.…”

A resource-based view on non-urban regional flourishing in Europe

“…Moreover, the Triangle model (Jansson, 2012;Polesie, 1991) is integrated and illustrated as well, in which there is constant circular movement of a set of local actors that represent various economic actors (in all sectors) relevant to a region. In these models, "location" is added to the factors "capital", "product" and "people" as they work together in more or less informal public-private collaboration (Das and Teng, 2000;Trafford and Proctor, 2006;Weintraub, 1997). The original VRIO criteria are used for a better understanding of how companies may work differently if they are located in a non-urban area (Andersén, 2005(Andersén, , 2011Barney, Wright, and Ketchen, 2011;Kraaijenbrink, Spender, and Groen, 2010;Priem andButler, 2001, Teece et al, 1997).…”

“…Moreover, capital flows more rapidly and resources may be used more efficiently. Trafford and Proctor (2006) show that the success factors such as bargain power and access to more resources for joint ventures are well developed in public-private partnerships. They found five main and important joint venture characteristics: good communications; openness, effective planning; ethical behavior; and proper direction.…”

“…A partnership or informal collaboration in the public context is defined as a cooperative relationship that involves sharing power, work, support and information where the aim is to achieve common goals and benefits (Trafford and Proctor, 2006). The traditional division between the public and private sectors is fundamental for many of our assumptions about such partnerships (Weintraub, 1997).…”

“…A future possibility for publicprivate partnerships concerns the use of public agencies, private companies and non-for-profit organizations that, together, can develop local communities (Trafford and Proctor, 2006). Measurable results from ensuing projects are expected to provide the basis for how the payment after delivery takes place.…”