Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland

Ole Helby Petersen

    Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review

    OriginalsprogEngelsk
    TidsskriftInternational Public Management Review
    Vol/bind12
    Udgave nummer2
    Sider (fra-til)1-37
    ISSN1662-1387
    StatusUdgivet - 2011

    Citer dette

    Petersen, Ole Helby. / Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. I: International Public Management Review. 2011 ; Bind 12, Nr. 2. s. 1-37.
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    author = "Petersen, {Ole Helby}",
    year = "2011",
    language = "English",
    volume = "12",
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    Petersen, OH 2011, 'Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland', International Public Management Review, bind 12, nr. 2, s. 1-37.

    Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. / Petersen, Ole Helby.

    I: International Public Management Review, Bind 12, Nr. 2, 2011, s. 1-37.

    Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review

    TY - JOUR

    T1 - Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland

    AU - Petersen, Ole Helby

    PY - 2011

    Y1 - 2011

    M3 - Journal article

    VL - 12

    SP - 1

    EP - 37

    JO - International Public Management Review

    JF - International Public Management Review

    SN - 1662-1387

    IS - 2

    ER -

    Petersen OH. Public-private partnerships as converging or diverging trends in public management? A comparative analysis of PPP policy and regulation in Denmark and Ireland. International Public Management Review. 2011;12(2):1-37.

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