Chapter 10: Collaboration and trust in a public–private innovation network: a case study of an emerging innovation model
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This chapter presents a case study of a simple, non-technological public–private innovation network in services (ServPPINs) that involved a private consultancy company as a facilitator. The chapter contributes by showing how actors in this type of ServPPIN must struggle with different performance and justificatory regimes. It also uncovers the role of trust for securing an emerging innovation model despite these confusing and conflicting relationships. Inter-organizational collaborations between public and private partners have been seen as solutions to coordination, improvement and development of new services. Research has investigated public–private collaboration in regard to public–private partnerships (PPPs) (for an overview, see, for example, Hodge and Greve, 2005; OECD, 2008). In a PPP, a private firm designs, finances, constructs, operates and maintains a public sector service regulated by a contract with a public authority. This means that in the PPP, there are clearly defined production outcomes. The PPP, understood in this way, is usually regulated by a long-term contract that defines and ensures the outcome. The PPP is focused on production of services, it often has a technological component and it is justified mainly by economic and financial arguments (Djellal and Gallouj, this volume). But other more flexible public–private innovation networks have been created that are focusing on innovation and that are justified by a broader range of arguments (Djellal and Gallouj, this volume).

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