Suchergebnisse

Energy has recently emerged as a concern of public policy having great importance. The problem is that neither private nor federal decisionmakers have experiences in the formation of such policy. A number of joint private-public projects have been conducted; however, government is no longer the ultimate consumer of energy programs, but is seeking to move the private sector closer to ultimately profitable positions at a more rapid rate. Public-private relations need to be organized to facilitate implementation & commercialization efforts. Further research is needed to clarify these issues. W. H. Stoddard.

As part of a reform of the water sector, the first attempt at public-private partnership (PPP) in Lebanon took place from 2003 to 2007 in the city of Tripoli. A subsidiary of the multinational company Suez-environnement was contracted to manage the drinking water service in the Tripoli Water Authority area. The objective of the contract was to improve domestic water supply services in Tripoli while modernizing the public administration, which, until then, was unable to ensure proper service. This contribution seeks to understand the interactions between the private firm and local elites during this time, in a context deeply marked by clientelism and cronyism. While the literature on delegated water management in developing countries often focuses on institutional aspects, this case study brings politics back into the analysis to understand how the introduction of a private actor affects clientelist networks. Adapted from the source document.

Policy makers and public managers emphasize the importance of bringing private sector experience and skills into the public and nonprofit sectors. One result is an increased focus on privatization and contracting out, developments to which researchers have been attentive. However, the long‐standing practice of hiring people with industrial experience into the public and nonprofit sectors has received remarkably little attention. This study, based on questionnaire responses from mid‐ and upper‐level personnel in public and nonprofit sector organizations, attempts to understand the dynamics of sector switching from the private into either the public or nonprofit sector. Using event history analysis, the article looks at switching patterns. The probability of switching into the public sector is much higher for those who held a managerial occupation in their previous private sector job than for those who held professional and technical positions. Having more subordinates in a previous private sector job is associated with a lower likelihood of switching into a public sector job. By contrast, switching into the nonprofit sector is more often associated with a promotion.

The speed and scale of urbanization provide serious challenges for governments all over the world with regard to the realization, maintenance, and operation of public urban infrastructures. These infrastructures are needed to keep up with living standards and to create conditions for sustainable development. The lack of public funds and the inefficiencies of public service provision have given rise to initiatives to stimulate private parties to invest their resources in public urban infrastructures. However, private sector participation creates a whole range of new challenges. The potential benefits are countered by concerns about the compatibility of the private sector's focus on short‐term return on investment with the long‐term perspective needed to realize sustainability targets. On the basis of a review of literature on experiences with private sector participation in urban infrastructure projects, this article identifies governance practices that help or hinder the reconciliation of private sector participation in urban infrastructure projects with the objective to increase the sustainability of the urban environment.

This study contributes to our understanding of the differences in work motivation between the public and private sectors. Data from a survey of 3,314 private sector and 409 public sector employees in Belgium strongly confirm previous research showing that public sector employees are less extrinsically motivated. Differences in hierarchical level are more important determinants of work motivation than sectoral differences. In addition, most observed differences can be wholly or partially explained by differences in job content, not by the sector itself. Evidence is presented to show that motivational differences can be explained by a positive choice of work–life balance.

Shared services arrangements in the Australian third sector are becoming more common. Notably, however, there is a lack of information to guide nonprofit organisations through the development and engagement of shared structures. This article reviews the lessons that have been recorded from the public and private sectors with respect to the engagement of shared services arrangements. Additionally this article explores the different types of shared services structures that can be adopted. Overall, this article highlights the need for further research and analysis of issues relating to shared services arrangements in order to assist the increasing number of Australian nonprofit organisations engaging these collective arrangements and structures.