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Alignment of Divergent Organizational Cultures in IT Public-Private Partnerships

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  • Oliver Marschollek

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  • Roman Beck

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Abstract

The cooperation of public and private sector organizations is a viable option for decision makers in the public sector for improving information technology (IT) infrastructures, acquiring innovation, and increasing management know-how. Effective partnering in public-private partnerships (PPP) is difficult though, because the involved stakeholder groups have divergent interests and organizational cultures. Using institutional logics as meta-theoretical lens, this exploratory, interpretive case study analyzes an IT PPP in Germany. The results reveal public- and private-side organizational culture differences and how the partners aligned their cultural differences by the development and legitimization of a partnership norm as well as the necessary partnership practices. The case analysis also illustrates how public sector and private sector organizations succeeded with the transition of public sector and private sector employees into a partnership organization and the management of different organizational cultures. Copyright Gabler Verlag 2012

Suggested Citation

  • 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.
  • Handle: RePEc:spr:binfse:v:4:y:2012:i:3:p:153-162
    DOI: 10.1007/s12599-012-0213-9
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    References listed on IDEAS

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    1. Riikka M Sarala & Eero Vaara, 2010. "Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 41(8), pages 1365-1390, October.
    2. Jingfeng Yuan & Alex Yajun Zeng & Miroslaw Skibniewski & Qiming Li, 2009. "Selection of performance objectives and key performance indicators in public-private partnership projects to achieve value for money," Construction Management and Economics, Taylor & Francis Journals, vol. 27(3), pages 253-270.
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    4. Mike Bresnen & Nick Marshall, 2000. "Partnering in construction: a critical review of issues, problems and dilemmas," Construction Management and Economics, Taylor & Francis Journals, vol. 18(2), pages 229-237.
    5. Maskin, Eric & Tirole, Jean, 2008. "Public-private partnerships and government spending limits," International Journal of Industrial Organization, Elsevier, vol. 26(2), pages 412-420, March.
    6. Vijay Pothukuchi & Fariborz Damanpour & Jaepil Choi & Chao C Chen & Seung Ho Park, 2002. "National and Organizational Culture Differences and International Joint Venture Performance," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 33(2), pages 243-265, June.
    7. David G Sirmon & Peter J Lane, 2004. "A model of cultural differences and international alliance performance," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 35(4), pages 306-319, July.
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    Cited by:

    1. Julia Stoffregen & Jan M. Pawlowski & Eric Ras & Snezana Scepanovic & Dragica Zugic, 2016. "Identifying Socio-Cultural Factors That Impact the Use of Open Educational Resources in Local Public Administrations," International Journal of Management, Knowledge and Learning, International School for Social and Business Studies, Celje, Slovenia, vol. 5(2), pages 167-187.

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