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Governments and businesses enter public-private partnerships (PPPs) to achieve better outcomes, but successful partnerships are not easily accomplished. Because businesses' expectations about PPP outcomes affect how and whether they participate as partners, managing PPPs effectively requires knowing not just what governments loose or gain, but also the value businesses receive. The article demonstrates how structural, collaborative and participant factors associated with both public and private partners affect business value in PPPs. Based on a mixed methods approach, this study tests four hypotheses on how PPPs influence value creation for businesses. The findings show that PPP experience, trust and PPP size have significant effects on business value. However, they only increase certain types of value, depending on the presence and performance of other factors. Moreover, the results show that businesses gain more intangible values such as network development and knowledge than revenue. ; Governments and businesses enter public-private partnerships (PPPs) to achieve better outcomes, but successful partnerships are not easily accomplished. Because businesses' expectations about PPP outcomes affect how and whether they participate as partners, managing PPPs effectively requires knowing not just what governments loose or gain, but also the value businesses receive. The article demonstrates how structural, collaborative and participant factors associated with both public and private partners affect business value in PPPs. Based on a mixed methods approach, this study tests four hypotheses on how PPPs influence value creation for businesses. The findings show that PPP experience, trust and PPP size have significant effects on business value. However, they only increase certain types of value, depending on the presence and performance of other factors. Moreover, the results show that businesses gain more intangible values such as network development and knowledge than revenue.

Governments increasingly use novel forms of public procurement to stimulate innovation in public service delivery. A notable example is pre-commercial procurement. Launched by the European Commission a decade ago, pre-commercial procurement encourages research and development of new solutions for the public sector. However, limited theoretical and empirical studies have made it difficult to assess and improve use of the model to foster public innovation. Based on two pre-commercial procurement projects in Denmark, the article aims to complete the first systematic and theory-based evaluation of national experiences. The evaluation shows that sufficient resources, participant and management commitment, and focused management of the collaborative process contributed to successful development and testing of a new solution in one of the projects. Meanwhile, technical obstacles in developing a prototype resulted in termination of the other project. In this case, the pre-commercial procurement model cannot accommodate significant changes to the agreed solution during the innovation process.

Hvilke drivkræfter og barrierer er afgørende for at opnå innovation i offentlige-private innovationspartnerskaber (OPI) på velfærdsområdet? Med empirisk afsæt i et komparativt casestudie af fire OPI-projekter på sundheds- og ældreområdet i Danmark undersøger artiklen betydningen af eksogene, institutionelle og samarbejdsprocessuelle faktorer i OPI. Analysen viser, at i de cases hvor innovation er opnået, er en eksogen barriere som udbudsreglerne håndteret gennem ledelse af samarbejdet og tillidsbaserede relationer, mens institutionel risikovillighed, opbakning og investeringsvilje i samspil med en samarbejdsproces baseret på fælles formål, tillid og ildsjæle har bidraget til udvikling og implementering af nye løsninger.

What are the main drivers and barriers to achieving innovation in public-private innovation partnerships (PPIs)? Based on a comparative case study of four PPIs in Danish healthcare and eldercare, the article explores the influence of exogenous, institutional and collaborative factors in PPI. The analysis shows that in cases where innovation has been achieved an exogenous barrier, such as public procurement rules, has been overcome through facilitation of the collaborative process and trust-based relations, and that institutional risk-willingness, support and investment of resources in interaction with collaborative factors such as common purpose, trust and engaged individuals have contributed to the development and implementation of new solutions.

Siden 1980 har den danske stat helt eller delvist frasolgt selskaber for et samlet provenu på over 80 mia. kr. (2017-priser). Privatiseringen af offentlige selskaber har blandt andet været drevet frem af ønsket om markedseffektivitet, politisk ideologi og EU-direktiver møntet på at fremme konkurrencen i det indre marked. På den baggrund undersøges det, hvorfor det tog over ti år at gennemføre en delvis privatisering af det statslige energi- og forsyningsselskab DONG (nu Ørsted). John Kingdons multiple streams-tilgang anvendes i et omfattende dokumentstudie til at indfange de kræfter, der i perioden 2001 til 2018 satte privatiseringen af DONG på den politiske dagsorden og bidrog til at forsinke og forandre beslutningen om at privatisere. Den drypvise privatisering af DONG blev dels formet af eksogene faktorer som international konkurrence, finanskrise og investeringsbanken Goldman Sachs, dels af den indsats, som skiftende regeringer, centraladministration og ledelsen i DONG lagde i at realisere privatiseringen.

AbstractDespite a growing number of studies on how prior beliefs distort citizens' interpretation of performance information for service providers, little is known about whether prior beliefs matter equally across different services and types of providers. In this study, we provide a wide replication and extension of the experimental design used in Baekgaard and Serritzlew (2016) with three types of providers (public, non‐profit, and for‐profit) across two services (nursing homes and refuse collection). Based on two large‐N nationally representative experiments (N = 3018 and N = 3020), we find that citizens' sector preference does indeed impact their interpretation of performance information, corresponding to the original study. However, public sector preference plays a substantially different role in the two services. Our findings strengthen the external validity of previous research and simultaneously identify theoretical boundaries to its application across various services and providers. This, we argue, underlines the importance of replicating and extending pivotal studies on performance information.

Involving users in innovating public services is an increasingly common, but challenging practice, as users often have different viewpoints on their own role in the process. Particularly in complex innovation arrangements such as public-private collaborations, governments and service innovators need to be aware of users' perceptions of their involvement to maximally exploit the advantages of including them. This article theorizes and tests four different roles of user-provider interaction on co-innovation processes: users as (1) legitimators, (2) customers, (3) partners, and (4) self-organizers. These theoretical roles are tested through Q-methodology on service users in 19 public-private eHealth collaborations from five European countries. Our findings suggest the existence of three hybrid empirical profiles of user involvement: (1) users as 'service consultants', (2) users as 'co-designers', and (3) users as 'hands-off supporters'. The discovery of these profiles suggests the existence of different viewpoints on user involvement, which can influence the expectations and behavior of the users in innovation processes.