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Public--Private Partnerships in Health Services Delivery

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  • Avantika Singh
  • Gyan Prakash

Abstract

In this article, we conceptualize public--private partnerships (PPPs) from a network organizations perspective, and apply interorganizational relations (IOR) to study fifteen PPPs in a district health system in the state of Rajasthan in India. We find that the Government occupies a dominant position in the network because of the centrality of its functions, authority and control over resources and information. There is greater reliance on formal mechanisms of co-ordination. For effective network governance, it is imperative to reduce the power asymmetry, develop horizontal co-ordination, trust and social capital, and enhance public managers’ capacity for effectively managing interorganizational relationships.

Suggested Citation

  • Avantika Singh & Gyan Prakash, 2010. "Public--Private Partnerships in Health Services Delivery," Public Management Review, Taylor & Francis Journals, vol. 12(6), pages 829-856, November.
    • Handle: RePEc:taf:pubmgr:v:12:y:2010:i:6:p:829-856
    DOI: 10.1080/14719037.2010.488860
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    Cited by:

    1. Saleema Razvi & Amir Ullah Khan, 2015. "Health Financing in South Asia—The Role of Public–Private Partnerships," South Asian Survey, , vol. 22(1), pages 15-36, March.
    2. Motkuri, Venkatanarayana & Khan, Amir Ullah, 2018. "Macro Economy and Health in India," MPRA Paper 84512, University Library of Munich, Germany.
    3. Annick Willem & Steffie Lucidarme, 2014. "Pitfalls and Challenges for Trust and Effectiveness in Collaborative Networks," Public Management Review, Taylor & Francis Journals, vol. 16(5), pages 733-760, June.

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