Going Privately: Partnership and Outsourcing in UK Public Services
By D. Grimshaw, S. Vincent, Hugh Willmott. 2002
258 citations recorded by the source corpus.
Subfields: Education, Public Administration, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/564a7d6b011010a7629a57b88192a9ad9811afab
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In Public Administration
In Strategy and Management
Citations in the corpus
- The dynamics of contractual and relational governance: Evidence from long-term public–private procurement arrangements (2008, unknown): “embedded difficulties with the effective application of relational mechanisms in public–private relationships such as power imbalance (Grimshaw et al., 2002), postcontractual supplier lock-in (Lonsdale, 2005), divergent values and strategies(4) in both contractual negotiations and subsequent perform”
- Public–private collaboration in the tourism sector: balancing legitimacy and effectiveness in local tourism partnerships. The Spanish case (2012, background): “The private sector is put ‘in the driving seat’ (Grimshaw, Vincent, & Willmott, 2002 , p.”
- Contracts, relationships and integration: towards a model of the procurement of complex performance (2009, unknown): “…difficulties associated with the effective application of relational mechanisms in PCP, especially public-private, relationships: power imbalance (Grimshaw et al., 2002); divergent values and strategies9 in contractual negotiations/performance management (Teisman and Klijn, 2004); inappropriate…”
- PPPs and the Changing Public Sector Ethos: Case-Study Evidence from the Health and Local Authority Sectors (2003, background): “Where an employer is locked into a tightly specified performance contract with a client organization then this will have a direct bearing on its approach to managing employment (Grimshaw et al., 2002; Rubery et al., 2002).”