In his chapter, Guy Peters describes the variety of ways that the notion of partnership, and particularly Public-Private partnership, has been and can be applied within political and administrative sciences and policy studies. He makes several useful observations about the way partnerships can be defined and differentiated, their relative utility as policy instruments, how they can overcome obstacles or dilemmas of ‘traditional’ administration, the general criteria that might predispose various organizations and actors to participate in them, and the public accountability issues that can arise from their operation. The ‘them’ in all of this are formalized bodies established by two or more autonomous partners, none of whom is simply under contract to another, with the purpose of attaining certain substantive or symbolic goals that no partner could achieve independently. In looking at Public-Private partnership primarily as an institutional form, Peters follows in the footsteps of the bulk of commentators recently active in this growing field of study (Bennett and Krebs 1991; Stephenson 1991; Bailey et al. 1995).
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