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Private Sector Consortia Working for a Public Sector Client - Factors that Build Successful Relationships:: Lessons from the UK

Author

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  • Jost, Gregor
  • Dawson, Mark
  • Shaw, David

Abstract

In its procurement of goods and services the UK public sector increasingly requires private sector organisations to form supplier consortia, especially for large scale projects. This paper explores factors that build successful relationships, both within the private sector consortium and between the consortium and the public sector client. Based on a qualitative study of practitioners' experiences, we identify the reconciliation of objectives, continuity of staff engagement, team building, and trust, to be the main determinants of productive cooperation. Our results suggest various recommendations for relationship building, and distinguish trust as an essential facilitator.

Suggested Citation

  • Jost, Gregor & Dawson, Mark & Shaw, David, 2005. "Private Sector Consortia Working for a Public Sector Client - Factors that Build Successful Relationships:: Lessons from the UK," European Management Journal, Elsevier, vol. 23(3), pages 336-350, June.
    • Handle: RePEc:eee:eurman:v:23:y:2005:i:3:p:336-350
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    Cited by:

    1. Oliver Marschollek & Roman Beck, 2012. "Alignment of Divergent Organizational Cultures in IT Public-Private Partnerships," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 4(3), pages 153-162, June.
    2. Qiang Wang & Thomas Dogot & Yueling Yang & Jian Jiao & Boyang Shi & Changbin Yin, 2020. "From “Coal to Gas” to “Coal to Biomass”: The Strategic Choice of Social Capital in China," Energies, MDPI, vol. 13(16), pages 1-22, August.

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