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Public–private partnerships and public sector management reform: a comparative perspective

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  • Linda M. English
  • Matthew Skellern

Abstract

Public–private partnerships involve organisations from the public and private sectors working together to provide public services. This introductory issue of the International Journal of Public Policy comprises two papers that consider PPP at the theoretical level, and seven papers that explore partnership arrangements in four different countries: the UK, Australia, USA and France. In some countries the term PPP is used to describe partnerships that provide infrastructure and associated services. In other countries the term is used to refer to quite different arrangements for the delivery of a range of services. The purpose of this introduction is to consider how the socio-economic, political and administrative experiences of the featured countries have influenced the ways in which the nature and purpose of PPP are understood. Our analysis of those partnership models is framed by the new public management and network models. Extant definitions of PPP are examined and assessed for their applicability to the diversity of arrangements featured in this special issue.

Suggested Citation

  • Linda M. English & Matthew Skellern, 2005. "Public–private partnerships and public sector management reform: a comparative perspective," International Journal of Public Policy, Inderscience Enterprises Ltd, vol. 1(1/2), pages 1-21.
    • Handle: RePEc:ids:ijpubp:v:1:y:2005:i:1/2:p:1-21
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    Citations

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    Cited by:

    1. Linda English & Jane Baxter, 2010. "The Changing Nature of Contracting and Trust in Public‐Private Partnerships: The Case of Victorian PPP Prisons," Abacus, Accounting Foundation, University of Sydney, vol. 46(3), pages 289-319, September.
    2. Ivanov, A., 2015. "On the new approach to the risks' identification in the projects of public-private partnership," Working Papers 6414, Graduate School of Management, St. Petersburg State University.
    3. Roger Wettenhall, 2010. "Mixes and Partnerships through Time," Chapters, in: Graeme A. Hodge & Carsten Greve & Anthony E. Boardman (ed.), International Handbook on Public–Private Partnerships, chapter 2, Edward Elgar Publishing.
    4. Maran, Laura & Bracci, Enrico & Inglis, Robert, 2018. "Performance management systems' stability: Unfolding the human factor – A case from the Italian public sector," The British Accounting Review, Elsevier, vol. 50(3), pages 324-339.
    5. Andrew, Jane & Cahill, Damien, 2017. "Rationalising and resisting neoliberalism: The uneven geography of costs," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 45(C), pages 12-28.
    6. Ranjith Appuhami & Sujatha Perera & Hector Perera, 2011. "Management Controls in Public–Private Partnerships: An Analytical Framework," Australian Accounting Review, CPA Australia, vol. 21(1), pages 64-79, March.
    7. Salvatore Russo, 2013. "The swing of public-private partnership in the Italian hospitals. A comparative analysis of two case studies," Working Papers 21, Department of Management, Università Ca' Foscari Venezia.

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