Designing Public-Private Partnerships; a Practitioner’s Guide to Innovation
The implementation of public sector policies usually requires an effort to profitably combine public-sector objectives and private-sector initiatives that is by no means easy. This paper outlines a method known as Power-Role Analysis, so-called because it develops a system for the design of public/private partnerships as power structures that fit into complementary relationships between organisations. It uses logical relationships between parallel concepts of power and role to establish four basic forms of association that provide a platform for the design of a wide variety of partnerships and for specifying the management capabilities required for them to work effectively. This overcomes the limitations of the usual strategy of imitation, which consists of choosing the design for a partnership from a variety of existing forms, and enables specialists to innovate and design forms of partnership that meet the needs that they themselves establish.
Volume (Year): 80 (2012)
Issue (Month): 02 ()
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