Constructive Partnerships: When Alliances between Private Firms and Public Actors can Enable Creative Strategies

By S. Rangan, Ramina Samii, L. V. Wassenhove. 2006

204 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6a3e2f26abeb80200be1b0dd866adb4d19c8160c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Political Science and International Relations

In Strategy and Management

Citations in the corpus

Capabilities and strategic entrepreneurship in public organizations (2013, background): “This focus extends and helps operationalize Ostrom’s (1990) emphasis on institutional and organizational complementarities (McDermott, Corredoira, and Kruse, 2009; Rangan, Samii, and Van Wassenhove, 2006).”
Toward a Theory of Public Entrepreneurship (2010, background): “The recent explosion of academic interest in public– private partnerships testifies to their growing economic, political, and social importance (Glachant and Saussier, 2006; Rangan et al., 2006; Martimort and Pouyet, 2008).”
A Positive Theory of Social Entrepreneurship (2012, unknown): “Moreover, it is not clear why social entrepreneurs would have a preference for market-based mechanisms compared to other type of governance arrangements, such as government provision or public–private partnerships (Rangan et al. 2006).”
PUBLIC-PRIVATE PARTNERSHIPS IN AGRICULTURAL RESEARCH: AN ANALYSIS OF CHALLENGES FACING INDUSTRY AND THE CONSULTATIVE GROUP ON INTERNATIONAL AGRICULTURAL RESEARCH (2004, background): “The magnitude of such transactions costs is determined by the frequency with which public and private entities interact, the uncertainty of these transactions and the limits on actors' rational behavior, and the specificity of assets used in the interactions (Rangan et al. 2003).”
MIXED COMPANIES AND LOCAL GOVERNANCE: NO MAN CAN SERVE TWO MASTERS (2012, background): “[Insert figure 1] As Rangan et al. (2006) skilfully explain in their study, when public benefits significantly exceed the private benefits (e.g. a general-interest service with no or low economic interest) but the public 5 sector’s resource costs are far higher than the private sector’s costs (i.e.…”