Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective

Abstract

International audienceIntersecting the boundaries of public and private economic activity, public-private ties carry important organizational strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture--public partner opportunism and external stakeholder activism--arise asymmetrically under each form, carrying a critical effect on partnership outcomes

An Overview of Critical Success Factors of Public Private Partnership in the Delivery of Urban Infrastructure and Services

“…Although the subject of PPP has received wide academic discourse (Van Huijstee et al 2007), the literature remains largely fragmented (Kivleniece & Quelin 2012). Also, many researchers presented a narrow review of PPP.…”

Alliance strategy: context, process, and requirements

“…In some sectors, initiatives emerge that enhance the heterogeneity of interorganizational cooperation, for instance public-private cooperation (Tang and Shen, 2013;Kivleniece and Quelin, 2012;Brinkerhoff and Brinkerhoff, 2011), open collaboration (Levine, 2014), triple helix projects (Perkmann, 2011;Shinn, 2002), or shared value creation (Porter and Kramer, 2011). Companies experience the need to take secondary groups of stakeholders into account when deciding on new products or major actions (Hall and Martin, 2005), or to work with other categories of organizations such as NGOs (Dahan et al, 2010).…”

“…And third, dynamic value management entails evaluation, adjustment, and innovation, for instance monitoring whether contractual stipulations are executed well, or adjusting them when they prove no longer relevant. Organizations need to frequently examine their own benefits and costs associated with their external relationships, as well as aggregate (relationship level) benefits and costs -the value creation-capturing discussion (Kivleniece and Quelin, 2012;Lepak et al, 2007). With the increasingly reciprocal nature of cooperation (Reypens et al, 2016), organizations seek to manage their engagement intelligently within their own boundaries as well as externally (Storbacka et al, 2016;Lewin et al, 2011).…”

“…Strategic-economic research embraces ideas on value creation and appropriation; that is, what do firms contribute and receive when cooperating (Kivleniece and Quelin, 2012;Lepak et al, 2007). Crossing organizational boundaries entails risks and requires new alliance capabilities (Gulati, 1999).…”

“…People externally representing their organization also have an internal brokering role. Inter-organizational performance management should be dovetailed with organizational performance management to offer organizations instruments to pursue their own interests in relation to counterparts (Kivleniece and Quelin, 2012;Lepak et al, 2007;.…”