Project and Process Management of Public-Private Partnerships: Managerial Tensions and Coping Strategies

Andreas Hagedorn Krogh, Svante Aasbjerg Thygesen

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Western governments increasingly use public-private partnerships (PPPs) to solve complex social problems. This article examines how public managers handle conflicting demands for classical project management and collaborative process management in PPPs for preventing negative social control. Building on theories of public governance, PPP management, and paradox management, it develops an analytical framework for studying managerial tensions in PPPs. Applying the framework in a case study of three Danish PPPs, it shows how partnership managers handle managerial tensions through strategies of opposition, separation, and synthesis. The study demonstrates a promising path of integrating paradox management theory in public governance hybridity research.

Original languageEnglish
JournalAdministration and Society
Volume54
Issue number10
Pages (from-to)1993-2020
Number of pages28
ISSN0095-3997
DOIs
Publication statusPublished - Nov 2022

Keywords

  • hybrid governance
  • negative social control
  • process management
  • project management
  • public-private partnerships

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