Water Under the Bridge: Determinants of Franchise Renewal in Water Provision

Chong, Eshien; Saussier, Stéphane; Silverman, Brian S.

doi:10.1093/jleo/ewv010

Cited by 55 publications

(57 citation statements)

References 15 publications

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“…In doing so, we build on the established literature both from economics and management scholarship perspectives. We first note that in the economics literature most of the attention has been paid to the formal economic exchange aspects underlying public and private actor ties (Chong et al, ; Glachant and Saussier, ). In this set of studies, transaction cost economics and incomplete contract theory have been the predominant theoretical lens, with most research work dedicated to understanding the uncertainty inherent in public‐private organizational collaborations and the associated exchange hazards (Engel et al, 2009; Hart, ; Iossa et al, 2007; Martimort and Pouyet, 2008).…”

Section: Introductionmentioning

confidence: 99%

Public‐Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Quélin

Kivleniece

Lazzarini

2017

J Management Studies

157

142

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Focusing on the collaboration intersecting public, non-profit and private spheres of economic activity, we analyse the conceptual forms of hybridity embedded in these novel interorganizational arrangements, and link them to different mechanisms of creating social value. We first disentangle alternative notions of hybrid arrangements in existing literature by proposing a conceptual typology on two theoretically complementary yet distinct dimensions: hybridity in governance and hybridity in organizational logics. We show how both forms of hybridity can jointly occur in complex public-private and cross-sector collaborations, and propose the notion of value as a crucial bridging point between these perspectives. Crucially, we develop a conceptual framework on key theoretical mechanisms leading to economic and social value in these interorganizational collaborations. Our work deepens the understanding of how diverse, hybrid forms of collaboration can create value and builds critical links between previously disparate streams of literature on public-private interaction, cross-sector collaboration and social enterprises.

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Section: Introductionmentioning

confidence: 99%

Public‐Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Quélin

Kivleniece

Lazzarini

2017

J Management Studies

157

142

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“…Chong et al. () illustrated this well. They studied the provision of municipal water services in France, a setting characterized by both direct public provision and concession contracts with private providers.…”

Section: Factors Influencing the Likelihood Of Performance Failure Inmentioning

confidence: 72%

“…Discontent with JC Decaux might explain why JC Decaux's contract was not renewed, as incumbent operators are usually favoured at contract renewal time (Chong et al. ). JC Decaux also lost the contract for the management of billboards, which was later tendered separately.…”

Section: The Case Of Paris Velib’ As An Illustrationmentioning

confidence: 99%

Public Private Partnerships in Europe for Building and Managing Public Infrastructures: An Economic Perspective

Iossa

Saussier²

2018

Ann Public Coop Econ

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Public–private partnerships (PPPs) are long‐term contractual agreements between the public and private sector for the provision of public infrastructures and services. Due to tighter budget constraints and to a renewed interest in greater involvement of the private sector in the provision of public services, PPPs are likely to grow in the near future. In this paper, we review the theory and practice of PPPs, highlighting their potential role as well as discussing the main factors influencing the likelihood of performance failure.

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“…Important insights have emerged, particularly from a management scholar perspective, on the influence of such novel forms of alliances in crafting innovative strategies to deliver goods and services in an economically viable and inclusive manner (George et al 2012;Koschmann et al 2012;Rangan et al 2006). Empirically, innovative forms of cross-sector partnering have been observed in a number of sectors where public and private interests and capabilities intersect (Kwak et al 2009;Mahoney et al 2009;McGahan et al 2013), such as transportation, energy, incarceration, and water and sanitation services (Barlow and Köberle-Gaiser 2008;Chong et al 2015). Crucially, from a theoretical perspective, PPPs have been acknowledged as collaboration distinct from more traditional alliances, joint ventures, and other types of interorganizational ties in purely private settings (Henisz 2006;Kivleniece and Quélin 2012;Rivera-Santos and Rufín 2010).…”

Section: Ppps: a Distinct Form Of Interorganizational Arrangementmentioning

confidence: 99%

“…A number of theoretical strands have emerged in the recent studies on public-private interaction identifying relevant factors to understand private scope decisions in PPPs. These factors include contractual aspects of public-private interaction (Chong et al 2006;Chong et al 2015;Guasch et al 2008;Hart et al 1997), institutional factors affecting cross-country private investment (Henisz 2006;Henisz 2002), and the cumulative experience of actors in public-private collaboration ; Klein et al 2013). However, while prior studies on private-public collaboration have highlighted the crucial role of institutional environment, particularly in infrastructure sectors (Fabrizio 2012;García-Canal and Guillén 2008;Henisz 2002;Zelner et al 2009), relatively less attention has been paid to understanding the role of public and private organizational capabilities in public-private partnering, or to the interaction of such organizational capabilities with institutional factors influencing scope decisions.…”

Section: Introductionmentioning

confidence: 99%

The Private Scope in Public–Private Collaborations: An Institutional and Capability-Based Perspective

Quélin

Cabral

Lazzarini

et al. 2019

Organization Science

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There has been a growing interest in the organization of business activities at the public interface as illustrated by the emergent phenomenon of public–private partnerships (PPPs). In this study, we analyze the determinants of private scope in partnering with public actors—that is, the extent to which private actors are involved in multiple, consecutive value-creating activities in the partnership. Based on a unique data set of public–private agreements worldwide over two decades, we find that institutional and capability-based determinants jointly affect the extent of private scope in public–private collaborations. Our results highlight the contingent role of the quality of the institutional environment. Institutions not only facilitate greater private scope directly but also, moderate the effect of public and private capabilities on private scope. We find that prior public experience in PPPs enhances private scope in settings with high-quality institutions while having an opposing effect in low-quality environments. Moreover, public governance capabilities accumulated via units designed to deal with PPPs seem to substitute for the lack of high-quality institutions, suggesting that, even under weak institutional settings, countries can foster high private scope with the creation of pockets of specialized public capabilities. In contrast, private capabilities in PPPs, expressed as firm engagement in recurring government cofunded projects, seem to have a complementary effect: they help to increase private scope in PPPs but only when domestic institutions are of high quality. By highlighting the determinants of private actor involvement in public sector activities, our study offers important implications for the theory and practice of hybrid (cross-sector) organizational forms. The e-companion is available at https://doi.org/10.1287/orsc.2018.1251 .

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Water Under the Bridge: Determinants of Franchise Renewal in Water Provision

Cited by 55 publications

References 15 publications

Public‐Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Public‐Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Public Private Partnerships in Europe for Building and Managing Public Infrastructures: An Economic Perspective

The Private Scope in Public–Private Collaborations: An Institutional and Capability-Based Perspective

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