IDEAS home Printed from
   My bibliography  Save this article

Alignment of Divergent Organizational Cultures in IT Public-Private Partnerships


  • Oliver Marschollek


  • Roman Beck



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

    Download full text from publisher

    File URL:
    Download Restriction: Access to full text is restricted to subscribers.

    As the access to this document is restricted, you may want to search for a different version of it.

    References listed on IDEAS

    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.
    3. Erik-Hans Klijn, 2009. "Public-Private Partnerships In The Netherlands: Policy, Projects And Lessons," Economic Affairs, Wiley Blackwell, vol. 29(1), pages 26-32, March.
    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.
    Full references (including those not matched with items on IDEAS)


    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.

    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.


    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:spr:binfse:v:4:y:2012:i:3:p:153-162. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla) or (Andrew Huffard) The email address of this maintainer does not seem to be valid anymore. Please ask Andrew Huffard to update the entry or send us the correct email address. General contact details of provider: .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.