Learning from International Experience
Edited by Graeme A. Hodge and Carsten Greve
Chapter 2: The public-private interface: surveying the history
2. The public–private interface: surveying the history Roger Wettenhall INTRODUCTION As the conception of this book will indicate, ‘partnership’, particularly in the form of ‘public–private partnership’ (or ‘PPP’), has become one of the dominating organizational ideas circulating at the beginning of the 21st century. It has all the popular appeal of a new messianic slogan, and it can plausibly be argued that it has taken over that role from ‘privatization’ (and its variant, the softer ‘corporatization’) which had that role through the later 1980s and the 1990s. Privatization was itself, of course, the antidote to the earlier ‘nationalization’, a dominant idea around the mid-20th century. PPP, indeed, has the virtue of claiming a sort of middle ground between the hardline positions occupied by nationalization at the left pole and privatization at the right pole of the public–private spectrum. Its appeal, the very term implies, should be all the greater because it offers something to the adherents of both those earlier positions. Seemingly it moves us towards endeavours organized on a collaborative basis, whereas both those older bases were adversary by their very nature and so socially divisive in their effects. However, many who want to be associated with the new fashion use the term without attempting to deﬁne their purpose – or its relevance to that purpose – with any precision. For some, it seems that almost any modern organizational innovation where public and private elements are found can be described as a PPP; for others, it seems...
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