Suchergebnisse

PurposeSeeks to examine important characteristics that go hand‐in‐hand with successful public‐private partnerships.Design/methodology/approachA grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.FindingsA descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture.Research limitations/implicationsFurther research might examine other examples of public‐private partnerships since the research reported here comprises only a single case study – the major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play.Originality/valueThe paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.

Examines roles of central and local authorities, the public sector, and private firms that produce and manage urban services, and local associations NGOS, and other parties; international in scope; 10 articles. Also published in French by Editions Pédone, Paris. Contents: What is new about globalisation and what does it portend for cities? by H.V. Savitch; Partnerships and urban governance, by Ingemar Elander; The changing urban discourse of the multilateral aid institutions, by Giulia De Ponte; Community governance and the new central-local relationship, by Gerhard Banner; Prospects for partnership among African cities, by El Hadj Mbodj; New social partners of local power in Poland, by Jacek Wódz; Local involvement in urban management: the experience of the city of Tunis, by Sémia Akrout-Yaïche; The promise and pitfalls of public-private partnerships in Korea, by Sang-Chuel Choe; Local initiatives and poverty reduction in urban areas: the example of Yeumbeul in Senegal, by Mohamed Soumaré; Infrastructure development: a public-private partnership, by Debendranath Sarangi.

Public-private partnerships are common in transportation. The most significant are policy partnerships in which the public provides a long-term investment to create the basic infrastructure for a transportation mode. Highways are the most spectacular case of a policy partnership; governments build roads, while private motorists invest in vehicles, fuel, insurance, and so forth. Policy partnerships have also been established in declining transport modes, for example, Amtrak for intercity passenger trains and federal subsidies for urban transit. There are also project-based partnerships in which politicians offer incentives for private capital to invest at specific sites. The goal of such partnerships is often not transportation, but urban redevelopment. As policy shifts toward reducing transportation's negative externalities, new possibilities for public-private partnerships emerge. After decades of wrangling over auto emissions and energy standards, Detroit and Washington created the Partnership for a New Generation of Vehicles (PNGV) to develop dramatically cleaner and more fuel-efficient automobiles.