This thesis explores the processes of decision-making in public-private innovation collaborations (PPI), and the consequences of the decisions on the development and sale of the innovative product. This statement of purpose is examined in four PPI-cases, all based in the Capital Region. The cases are as follows: robot-arms in the bio-clinical department at Gentofte Hospital, Tag, Track, & Trace, a new psychiatric bed, and comforting lighting solutions in delivery rooms. We have interviewed a representative from both the public and the private party in each case, in order to get a wide perspective on the decisions made in relation to development and sale of the innovative product created in collaboration. The case-study data is interpreted in the light of law regulations for public procurement and guidelines for PPI in the Capital Region. Furthermore the decision-processes are interpreted in a theoretical perspective. Decision-making is described as functioning within a garbage can model, where decisions are made out of four streams: problems, solutions, participants, and choice opportunities. These streams are independent but interrelated, and all are present in each decision made. We identify each PPI as a process in which several decisions are made, which means there are several streams in each case. The analysis is structured as the garbage can model, thus each case is analysed in relation to problems, solutions, participants and choice opportunities, followed by a comparative analysis of the cases. The thesis concludes that the rules of public procurement have both positive and negative consequences dependent on how the participants in the PPI-project interpret the law’s possibilities. Furthermore, it is concluded that the participants in PPI-projects are essential to which decisions that are made in relation to development and sale, because the participants often are connected to one special problem or solution. This also means that the development and sale of the innovative product is especially dependent on which participants that are involved in the decision-making. The participants are additionally limited in choice opportunities dependent on the size of the cooperation. In three out of four cases the private party were a small company, which means they are dependent on immediate revenue from the project. In the fourth case the private party is a large company with additional resources. This means that the consequences of decisions made about sale are relatively larger for small companies than large companies.
|Uddannelser||Forvaltning, (Bachelor/kandidatuddannelse) Kandidat|
|Udgivelsesdato||28 jan. 2016|
|Vejledere||Ole Helby Petersen|