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Stakeholder Involvement in Public–Private Partnerships: Its Influence on the Innovative Character of Projects and on Project Performance
16 references·16 citing·35 second hopsampled
Stakeholder Involvement in Public–Private Partnerships: Its Influence on the Innovative Character of Projects and on Project Performance (2016)Stakeholder Involvement in Public–Private…INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA (2015)INNOVATION IN THE PUBLIC SECT…The Oxford Handbook of Governance (2012)The Oxford Handbook of Govern…Theories of Democratic Network Governance (2007)Theories of Democratic Networ…Public–Private Partnerships: An International Performance Review (2007)Public–Private Partnerships: …Collaborative Governance in Theory and Practice (2007)Collaborative Governance in T…Managing to collaborate the theory and practice of collaborative advantage (2005)Managing to collaborate the t…What to do when Stakeholders matter (2004)What to do when Stakeholders …Reframing Public Policy: Discursive Politics and Deliberative Practices (2003)Reframing Public Policy: Disc…Reframing Public Policy (2003)Reframing Public PolicyCommon method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…Deliberative democracy and beyond: liberals, critics, contestations (2001)Deliberative democracy and be…Accounting for common method variance in cross-sectional research designs. (2001)Accounting for common method …Privatization and public-private partnerships (2000)Privatization and public-priv…Governance, Politics and the State (2000)Governance, Politics and the …Organizations Working Together. (1994)Organizations Working Togethe…Power in organizations (1981)Power in organizationsOpen innovation in the public sector: managing knowledge assets for public value creation through dynamic performance management (2026)Open innovation in the public…Stakeholder Dynamics: Rethinking Roles and Responsibilities in User-Pay Transport PPP Projects (2024)Stakeholder Dynamics: Rethink…Meta-Analyzing the Trust-Performance Link in Collaboration: Moderating Effects of Conceptual and Contextual Factors (2024)Meta-Analyzing the Trust-Perf…Is open strategy a good fit for Public‐Private hybrid organizations? (2024)Is open strategy a good fit f…Interpreting stakeholder ecosystems through relational stakeholder theory: The case of a highly contested megaproject (2023)Interpreting stakeholder ecos…The Performance of Public–Private Partnerships: An Evaluation of 15 Years DBFM in Dutch Infrastructure Governance (2022)The Performance of Public–Pri…Public value creation and appropriation mechanisms in public–private partnerships: How does it play a role? (2022)Public value creation and app…Project and Process Management of Public-Private Partnerships: Managerial Tensions and Coping Strategies (2022)Project and Process Managemen…The Iterative Process of Legitimacy-Building in Hybrid Organizations (2021)The Iterative Process of Legi…Policy-Specific Expertise and the Importance of Organizational Leadership in Shared Administrative Governance: Evidence from US Federal Cooperative Agreements (2021)Policy-Specific Expertise and…Unpacking stakeholder relationship management in the public and private sectors: the comparative insights (2020)Unpacking stakeholder relatio…Public managers’ attitudes towards networks: different motivations, different attitudes (2020)Public managers’ attitudes to…Predicting Community Adoption of Collective Impact in the United States: A National Scan (2020)Predicting Community Adoption…Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia (2020)Mediating effect of strategy …Managing public–private partnerships: a transmission pattern of underlying dynamics determining project performance (2020)Managing public–private partn…Joining Forces to Prevent the Antibiotic Resistance Doomsday Scenario: The Rise of International Multisectoral Partnerships as a New Governance Model (2020)Joining Forces to Prevent the…Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Strategic management a stakeholder approach (2010)Strategic Management of Stakeholders: Theory and Practice (2010)A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach (2012)Designing Public Participation Processes (2012)Statistical Theories of Mental Test Scores (1969)Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (1975)Self-Reports in Organizational Research: Problems and Prospects (1986)Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations (2012)Collaborating: Finding Common Ground for Multiparty Problems (1990)Governance as theory: five propositions (1998)Deepening Democracy: Innovations in Empowered Participatory Governance (2001)Wicked Problems (2013)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Structural Equations with Latent Variables. (1991)Technology Acceptance Model 3 and a Research Agenda on Interventions (2008)Common Method Bias in PLS-SEM (2015)The Handbook of Social Psychology (1969)Discourse and Social Change. (1993)Framing: Toward Clarification of a Fractured Paradigm (1993)The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)Modes of Network Governance: Structure, Management, and Effectiveness (2007)An Integrative Framework for Collaborative Governance (2011)Understanding Governance: Ten Years On (2007)Communicating climate change: history, challenges, process and future directions (2009)Policy Success, Policy Failure and Grey Areas In-Between (2010)Reframing public participation: strategies for the 21st century (2004)Justice Beyond Borders (2005)“Opening Up” and “Closing Down” (2007)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)Governance Innovation and the Citizen: The Janus Face of Governance-beyond-the-State (2005)Determinants of Risk: Exposure and Vulnerability (2012)
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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 2001Accounting for common method variance in cross-sectional research designs.8,464 cited
  • 2007Collaborative Governance in Theory and Practice8,234 cited
  • 1981Power in organizations3,558 cited
  • 2001Deliberative democracy and beyond: liberals, critics, contestations2,710 cited
  • 2000Governance, Politics and the State2,436 cited
  • 2003Reframing Public Policy1,844 cited
  • 2003Reframing Public Policy: Discursive Politics and Deliberative Practices1,720 cited
  • 2004What to do when Stakeholders matter1,426 cited
  • 2005Managing to collaborate the theory and practice of collaborative advantage1,393 cited
  • 2012The Oxford Handbook of Governance1,237 cited
  • 2007Public–Private Partnerships: An International Performance Review1,234 cited
  • 2015INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA1,215 cited
  • 2000Privatization and public-private partnerships1,145 cited
  • 2007Theories of Democratic Network Governance1,077 cited
  • 1994

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Organizations Working Together.
1,060 cited

Cited by

  • 2020Unpacking stakeholder relationship management in the public and private sectors: the comparative insights62 cited
  • 2022The Performance of Public–Private Partnerships: An Evaluation of 15 Years DBFM in Dutch Infrastructure Governance43 cited
  • 2020Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia35 cited
  • 2023Interpreting stakeholder ecosystems through relational stakeholder theory: The case of a highly contested megaproject35 cited
  • 2022Public value creation and appropriation mechanisms in public–private partnerships: How does it play a role?29 cited
  • 2021The Iterative Process of Legitimacy-Building in Hybrid Organizations28 cited
  • 2020Managing public–private partnerships: a transmission pattern of underlying dynamics determining project performance28 cited
  • 2024Stakeholder Dynamics: Rethinking Roles and Responsibilities in User-Pay Transport PPP Projects26 cited
  • 2020Joining Forces to Prevent the Antibiotic Resistance Doomsday Scenario: The Rise of International Multisectoral Partnerships as a New Governance Model17 cited
  • 2024Meta-Analyzing the Trust-Performance Link in Collaboration: Moderating Effects of Conceptual and Contextual Factors13 cited
  • 2020Public managers’ attitudes towards networks: different motivations, different attitudes13 cited
  • 2022Project and Process Management of Public-Private Partnerships: Managerial Tensions and Coping Strategies11 cited
  • 2026Open innovation in the public sector: managing knowledge assets for public value creation through dynamic performance management8 cited
  • 2020Predicting Community Adoption of Collective Impact in the United States: A National Scan7 cited
  • 2021Policy-Specific Expertise and the Importance of Organizational Leadership in Shared Administrative Governance: Evidence from US Federal Cooperative Agreements3 cited
  • 2024Is open strategy a good fit for Public‐Private hybrid organizations?3 cited