Public-private relationships:

In this book, organisational relationships are distinguished from the underlying structural (contractual) arrangement, and it is argued that all outcomes from organisational relationships are collaborative, varying in their achievement of tactical through to strategic‘ outcomes.The thesis analyses relationship outcomes using an empirically developed public-private relationship model, and against a benchmark of strategic collaboration, defined as a voluntary amalgamation of organisations for mutual opportunity creation.The findings have implications for researchers on collaboration, and for the public and private sector practitioners who manage these relationships on a daily basis. Of most significance to both groups are the contributions of a differentiation between an organisational relationship‘ and the underlying structural arrangement, a description of the collaborative outcomes of organisational relationships, ranging from tactical to strategic; an empirically developed public-private relationship model; and a generic relationship framework.