FISCAL IMPLICATIONS OF PUBLIC‐PRIVATE PARTNERSHIPS (PPPs)

Fourie, F. C. v. N.; Burger, Philippe

doi:10.1111/j.1813-6982.2001.tb00006.x

Cited by 14 publications

(10 citation statements)

References 3 publications

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“…Cultural distance suggests that actors will be reluctant to seek out a partner from a sector they mistrust. Fourie and Burger (2001) also point to this imbedded mistrust, with public sector managers holding stereotyped views of their private sector counterparts. Thirdly, cautionary distance refers to the natural hesitation of working with any partner who is unproven, in terms of credibility and competence.…”

Section: Antecedents and Motivations For P3smentioning

confidence: 92%

“…Private partnerships are widely viewed as an extension of ''new public management'', with its attractive proposition that more market orientation in the public sector will lead to greater financial efficiency for governments. As Fourie and Burger (2001) observe, the P3 debate cannot escape the broader debate on the role of government in the economy and in society, and the choice to engage the private sector is likely to be influenced by strongly held ideological positions on larger or smaller roles for government in delivery. However, this seems to transcend traditional party lines: it has been observed that P3s are being adopted by both right and left-wing governments as a means of delivering large-scale infrastructure projects (Siemiatycki, 2006).…”

Section: Antecedents and Motivations For P3smentioning

confidence: 99%

“…Having chosen to engage the private sector, public sector organisations have a spectrum of possible options to structure the arrangement, from ''hard'' contracting through to private sector ownership and operation. Researchers have addressed why the somewhat ''messy'' (Fourie and Burger, 2001) middle path of partnership is seen as desirable. Experience has shown that attempts to eliminate the role of the state in the delivery of public service, particularly in large capital projects, have been misguided and often stumble.…”

Section: Antecedents and Motivations For P3smentioning

confidence: 99%

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Dynamic evolution in public‐private partnerships

Joyner¹

2007

Managerial Law

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Purpose -This paper seeks to examine the insights that the individual agency perspective offers to the study of public-private partnerships (P3s). It extends prior research, which has primarily adopted an economic and structural perspective, by considering the ways by which individual actors involved in these complex arrangements can shape their evolutionary path. Design/methodology/approach -This conceptual paper identifies the key research issues and questions in the P3 literature and highlights how these concerns can be further illuminated by the insights offered through the individual agency perspective. Findings -The paper identifies four key issues in the P3 literature questions as the antecedents of P3s, pre-formation processes, governance models and mechanisms, and evolution and adaptation. Introduction of the individual agency perspective to these research concerns highlights additional potentially explanatory factors for P3 formation and successful adaptation. The paper demonstrates that considering this perspective alongside current explanations can extend our current thinking and usefully add depth, breadth and linkage to P3 research. Practical implications -This research challenges the current conceptions of P3 governance as one of choosing the appropriate structural option. It offers agency considerations at each stage in the sequence of P3 process and argues that individual capability and action can influence the success and effectiveness of these arrangements. Originality/value -This research introduces a managerial perspective to the study of P3s and reframes the current thinking around governance of these forms. This contrasts with the more economic and structural agendas of public policy research.

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Section: Antecedents and Motivations For P3smentioning

confidence: 92%

Section: Antecedents and Motivations For P3smentioning

confidence: 99%

Section: Antecedents and Motivations For P3smentioning

confidence: 99%

See 1 more Smart Citation

Dynamic evolution in public‐private partnerships

Joyner¹

2007

Managerial Law

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“…And so, Kernaghan defines PPP from the point of view of the division of power, claiming that PPP is a relationship involving an exchange of energy, work, support and information between the partners, aimed at achieving common goals [20]. Fourie and Burger define PPP as joint ventures between public and private partners, which is based on the values and specialization of each partner, and the essential element is the transfer of risk to the partner who can best manage the given risk, in order to best provide public services for citizens [5,11]. PPP in the literature is also referred to as a framework for defining mutual cooperation between the state and private business on a particular undertaking located in the public sphere [14] but w the view of G. W. Hanns, partnership is a form of long-term cooperation between public institutions and providers of private services, identifying access to private resources as the primary reason for the existence of this cooperation.…”

Section: The Concept Of Pppmentioning

confidence: 99%

Public-Private Partnership as an Instrument for Stimulating Public Sector Innovation, as Exemplified by Projects Implemented in the Health Sector in Poland

Panasiuk¹,

Ostańska²

2019

IJES

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The subject of the article is an analysis of public-private partnership as an instrument affecting the development of innovation in the public sector. The analysis was based on two PPP projects implemented in the health care sector in Poland and it was preceded by a discussion of the concept of innovation and PPP. The article focuses on the analysis of PPP elements that may have an indirect or direct impact on stimulating innovation in the area of public sector activities. As a result of the analysis, it should be clearly stated that PPP should be inherently associated with perceiving innovation as a process of changes aimed at increasing efficiency. The use of PPP by the public sector may, among other things, enable wider access to a specific public service for the general public, improve the quality of services provided, or increase access to know-how in the area of modern technological solutions. It seems that there will be a gradual shift in the public sector's perception of PPP, from a mere instrument enabling the implementation of public tasks to an instrument enabling changes in the public management model. This, in turn, should lead to a change in the entire public administration, so that it will be better equipped to face the challenges of modern times, and this certainly will not be possible without the innovativeness of the actions undertaken and the solutions applied.

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“…154 , 62-64. 155 Fourie and Burger (2001), 147 (150). 156 Corbacho and Schwartz (2008), 85 (93); To date, several countries operate PPP task forces, in St€ ocker (2010), 96; PPP task forces, in: Roquette/Butcher in Roquette and Otto (2005), F. Public-Private Partnership III paras 27-29.…”

Section: Advantages Of Ppps and Solutions To Problemsmentioning

confidence: 99%

Investing into North African Solar Power

Gömmel

2015

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FISCAL IMPLICATIONS OF PUBLIC‐PRIVATE PARTNERSHIPS (PPPs)

Cited by 14 publications

References 3 publications

Dynamic evolution in public‐private partnerships

Dynamic evolution in public‐private partnerships

Public-Private Partnership as an Instrument for Stimulating Public Sector Innovation, as Exemplified by Projects Implemented in the Health Sector in Poland

Investing into North African Solar Power

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