Public-private partnerships in social services: the example of the City of Stockholm

Almqvist, Roland; Högberg, Olle

doi:10.4337/9781845428082.00017

Cited by 9 publications

(30 citation statements)

References 11 publications

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“…Four types of accountability relationships were identified: a) between two or several public organizations, b) between two units within a single public organization, c) between public organizations and private firms, and d) between political parties within a municipality. When analysing the content of the contracts, we applied the control-, trust-, and non-contractibility-based contracting approaches (Almqvist and Högberg, 2005). Our first conclusion is that the contracting approaches differ both between and within the networks.…”

Section: Concluding Discussionmentioning

confidence: 99%

“…Instead, focus is on specifying the processes and resources used to achieve quality. (Almqvist and Högberg, 2005).…”

Section: Table Imentioning

confidence: 99%

“…To analyse contracting accountability in network governance structures, we have constructed an analytical model based on a combination of the accountability model in Table I and Almqvist and Högberg's (2005) contracting approaches. The model is presented in Table II.…”

Section: Table Imentioning

confidence: 99%

“…The contracts recall Almqvist and Högberg's (2005) trust-based contracting. The goals are followed by descriptive headings such as "responsibility" and "finance" ([C3]).…”

Section: Contracts Between Public Organizationsmentioning

confidence: 99%

“…By focusing on public-public, private-public, and network contracting arrangements, the paper brings a new perspective to studies of contracting and accountability, specifically that of ensuring accountability by network contracting, while taking account of multi-party arrangements. Using the Almqvist and Högberg (2005) model, we also supply new theoretical categories that complement existing contracting analyses in its application to a network governance context.…”

Section: Introductionmentioning

confidence: 99%

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Contracting accountability in network governance structures

Hansson

Longva

2014

Qualitative Research in Accounting &Amp; Management

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Structured Abstract: PurposeThe purpose of this paper is to illustrate how accountability is expressed in contractual arrangements found in network governance structures that provide public transport services and to raise discussion of how to understand contracting accountability in network governance contexts. Design/methodology/approachThe paper is rooted in two research traditions: contracting studies and studies of accountability in government/governance contexts. Content analysis is used in examining contracts from two cases. These contracts are of five types: contracts between public organizations, contracts within a public organization, Type footer information hereType header information here contracts between public organizations and private firms, and contracts between political parties within a municipality and contracts within a network. Various contracting approaches are identified within these types. FindingsThe paper concludes that the contracts' functions differ between the cases. The first case did not have an overall contract that defined the network, relying on different two-party contracts instead. In the other case, an incentive-based contract was used to link the organizations. From an accountability perspective, the latter contracting structure clarifies the roles and responsibilities of the actors and increases the possibility of accountability to citizens. Originality/ValueThe paper brings new insights to the field of contracting and accountability by focusing on the role of contracts in network governance structures, taking account of various accountability relationships. It also contributes new theoretical categories usable when analysing contracting accountability in a network context.

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Section: Concluding Discussionmentioning

confidence: 99%

“…Instead, focus is on specifying the processes and resources used to achieve quality. (Almqvist and Högberg, 2005).…”

Section: Table Imentioning

confidence: 99%

Section: Table Imentioning

confidence: 99%

“…The contracts recall Almqvist and Högberg's (2005) trust-based contracting. The goals are followed by descriptive headings such as "responsibility" and "finance" ([C3]).…”

Section: Contracts Between Public Organizationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Contracting accountability in network governance structures

Hansson

Longva

2014

Qualitative Research in Accounting &Amp; Management

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Balancing dilemmas of the balanced scorecard

Johanson

Skoog

Backlund

et al. 2006

Accounting, Auditing &Amp; Accountability Journal

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PurposeThe aim of this paper is to debate various critical issues in the implementation and use of the balanced scorecard (BSC) as a management control tool. Because there is no self‐evident solution to these critical issues, they are termed dilemmas.Design/methodology/approachThe paper contributes to the BSC debate by collecting insights from empirical findings, as well as exploring various theoretical aspects.FindingsAfter presenting four perceived dilemmas and how they affect the implementation and use of the BSC in various settings, the paper concludes that there is a need for further debate and research on these dilemmas.Research limitations/implicationsThe paper is primarily a contribution to the debate concerning the balanced scorecard and its range of application as a management control model.Practical implicationsThe paper is motivated by an overall high rate of implementation failure in various practical settings.Originality/valueSome of the problems described have been debated before, whereas others are new. However, there has been hardly any discussion of the dilemmas in conjunction with one another. The paper is an attempt to generate important new questions about the future implementation and use of the BSC.

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Social infrastructure partnerships: a firm rock in a storm?

Gilmour

Wiesel

Pinnegar

et al. 2010

Journal of Financial Management of Property and Construction

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Purpose-The purpose of this paper is to use the example of public housing renewal public-private partnerships (PPPs) to build knowledge on whether social infrastructure PPPs may appeal to the private sector as a less risky investment in a time of global financial uncertainty. Design/methodology/approach-The research is based on an international literature review and a limited number of semi-structured interviews with social housing PPP participants in England, the USA and Australia. These interviews were conducted by Dr Gilmour as part of his doctoral research in 2008. Findings-The familiar distinction between social and other forms of infrastructure PPPs has been found to be unhelpful in the case of public housing renewal. This type of PPPs, through their cross-subsidisation model, face relatively high revenue risk during a recession. However, the commitment of the public sector to the social goals of such projects suggests contract negotiation rather than default is likely if problems occur. PPP risks need to be understood by studying their detailed contract terms, rather than by broad categorisations. Research limitations/implications-This paper provides a grounded discussion rather than detailed research findings. Only a small number of projects are included and they are not necessarily representative. Cross-national comparison is challenging because of different housing policies and economic conditions. Originality/value-This paper fills a gap in the literature by both contrasting approaches to a particular type of social infrastructure PPP in different countries, and by making an early assessment of the likely impact of recent turbulence in financial and property markets.

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Public-private partnerships in social services: the example of the City of Stockholm

Cited by 9 publications

References 11 publications

Contracting accountability in network governance structures

Contracting accountability in network governance structures

Balancing dilemmas of the balanced scorecard

Social infrastructure partnerships: a firm rock in a storm?

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