Recognizing and Resolving Social Dilemmas in Supply Chain Public–Private Partnerships

Abstract

The public-private partnership is a popular strategy for creating global sustainable value. However, many public-private partnerships struggle to realize their value-added potential. Why do some public-private partnerships succeed while others fail, and how may those struggling succeed? Combining supply-chain integration and social dilemma perspectives into the conversation of public-private partnerships, we examine the dynamics and psychology of cooperation necessary for public-private partnership success. Addressing the first part of our research question, we recognize three social dilemmas that can manifest while managing public-private partnership supply chains: a give-some dilemma, a take-some dilemma, and a give-or-take-some dilemma. To address the second part of our research question, we present a taxonomy of strategies resolving these public-private partnership social dilemmas through the enhancement of trust, self-efficacy, and/or social responsibility. We discuss implications for public-private partnerships, supply-chain, and social dilemma literatures.

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