000			01522pab a2200169 454500
008			180718b2006 xxu||||| |||| 00| 0 eng d
100			_aNoble, Gary
245			_aThe role of boundary-spanning managers in the establishment of public-private partnerships
260			_c2006
300			_ap.891-917.
520			_aThis article presents the findings of a study examining the roles and behaviours of boundary-spanning managers during the establishment of voluntary public-private partnerships (PPPs). It responds to recent calls in the literature to pursue research that incorporates the pivotal contribution of individual actors in the collaborative process, and to set this research within the stage specific context of partnerships. The analysis is located within the theoretical framework of organizational sensemaking. Using a grounded methodology of data collection, coding and analysis within ten Australian and UK PPPs, the study demarcates a four-stage evolutionary establishment process of PPPs. Within each stage there exists a specific managerial focus in conjunction with one or two main managerial challenges. Boundary-spanning managers employ various strategies to overcome such challenges within each specific stage, thus ensuring the progressive evolution of the PPP. These foci, challenges and strategies are identified and analysed in the article. - Reproduced.
650			_aPublic private partnership
700			_aJones, Robert
773			_aPublic Administration
908			_aN
909			_a73145
999			_c73145 _d73145