A strategic partnering framework analysis methodology for public‐private partnerships

Abstract

Purpose The purpose of this paper is to view and analyse public‐private partnerships (PPPs) under a strategic partnering approach between the key parties involved, i.e. public sector, private sector and lenders, and their business environment. Design/methodology/approach A strategic partnering framework analysis methodology has been devised based on existing and well‐known business strategic analysis tools (the political‐economic‐social‐technological (PEST) and strengths‐weaknesses‐opportunities‐threats (SWOT) analysis). The methodology consists of modules and may be used to identify the potential of strategic partnering in a sector and/or country and/or for a particular project in a procurement process. By using appropriate modules of the methodology, public sector partnering requirements or the market potential for PPPs, in general, may be assessed. Findings The small‐scale application of a module of the methodology is demonstrated through an international consultation on the influence of the present credit crunch. Findings indicate market changes and trends that may be pursued. Research limitations/implications The proposed strategic partnering methodology may be used in all business partnership applications. Its scope is to identify the key elements on which the particular partnership should be based. Originality/value PPPs have been viewed through finance‐ and service‐based approaches. The present study introduces the view of a partnership‐based approach. In the effort, the study also presents improvements to the commonly used PEST and SWOT analysis by adding a dynamic dimension to the analysis.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 21 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.