The Changing Public and Private Sector Partnerships: What is to be done?

International Journal of Applied Public - Private Partnerships (ISSN: 1742-5271) Volume 1 Issue 1

Prof David s. Morris and Prof Robert H. Haigh, Sheffield Hallam University, UK.

The emphasis on the relationship between those involved in 'business' related partnerships has been placed, more recently, upon both: a partnership arrangement per se, and the players taking part in it. It is proper that this should be the case, for partnerships have assumed new dimensions and adopted varying forms and formats during the last decade. Some aspects of this point were already emphasised by the authors in the past (Morris & Haigh, 1995).

A number of conclusions may be teased out of the works put together in here. Firstly, it has become abundantly clear that the concept of change itself is a value free concept carrying neither connotations of good or bad, positive or negative. What has been evidenced is that whether change is viewed as good or positive, as bad or negative, depends upon the its consequences; change per se is neutral. The benefits and disadvantages which it bestows are best accommodated within a contingency approach which holds that the outcomes of change are dependent upon the way in which it is itself managed. Secondly, the nature of the changed partnership between the public and private sectors, which is attested to from the chapters below which have been contributed by a variety of authors from all parts of the globe, owes more to the ending of what may be termed the 'unique' public sector than it does to any change in the management of the organisations which inhabit the private sector of the diverse range of nations which have provided this work with both its breadth and depth.

Subscribe now to view the full article.
Existing members may login to view this article.