Partnering
Academic researchers have long recognised that some contracts depend very heavily for their success not on the formal contractual documentation but on the quality of the relationships between the respective parties. Referred to variously as 'partnering', 'alliancing' or 'relational contracting', these arrangements concentrate more on risk-sharing than on risk transfer. There is a large and diverse literature in this field and this section brings together some of the key documents.
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A Marriage of Convenience? A Review of Experiences from Partnerships and Outsourcing Contracts (Web Page)
Head, Christopher, H., 2005
Society of Information Technology Management
Beyond Contract: What Makes a PPP Successful? (PDF) Reeve, Stephen with Hatter, Warren, 2004 New Local Government Network (NLGN) Contributing to the debate on, and around, public private partnerships, the analysis attempts to show how working in partnership is perceived from the inside particularly from the point of view of those managing new structures and processes. ISBN 1 903447 42 9 UK
Strategic Partnering Taskforce: Annexes to Final Report (Web Page) Office of the Deputy Prime Minister, 2004 An annex containing the glossary of terms used in the Strategic Partnering Taskforce Final Report as well as a list of technical and legal issues to consider when addressing the issue. ISBN 1 85112 664 3 UK
Strategic Partnering Taskforce: Final Report (PDF)
Office of the Deputy Prime Minister, 2004
Partnering in Practice: New Approaches to PPP delivery (PDF)
Brewer, P. K; Johnson, L, 2004
Pricewaterhouse Coopers
Effective Partnering: An Overview for Customers and Suppliers (PDF)
Office of Government Commerce (OGC), 2003
Risk: Improving Government's Capability to Handle Risk and Uncertainty (PDF) Strategy Unit Report, 2002 Cabinet Office A Government report recognizing the importance of early risk identification in policy development, risk management and complex issues of risk transfer to and from the private sector. Contains a general proposal of a risk management strategy for improving risk management across the whole of Government. UK
Going Privately: partnership and outsourcing of public sector services (PDF)
Grimshaw, Damian P; Vincent, S and Wilmott, H., 2002
Public Administration Vol. 80, 3, pp. 475-502
This study critiques the cost and benefits of Public Private Partnerships and draw some implications from the analysis of two case studies PPP. The authors conclude that the intended performance gains that motivated the creation of PPP in those cases were actually offset by costs associated both with non-functioning quasi-markets and the rigidities of managing services through complex interorganisational contracts
Trust In Construction: Achieving Cultural Change (PDF)
Swan, Will; McDermott, Dr. Peter; Wood, Graham; Thomas, Andrew and Abbott, Carl, 2002
Centre for Construction Innovation in The North West
Rethinking Construction 2002: Achievements, Next Steps, Getting Involved (PDF)
Rethinking Construction, 2002
Office of the Deputy Prime Minister (ODPM)
A Guidance Note for Public Sector Bodies Forming Joint Venture Companies with the Private Sector: HM Treasury Guidance (PDF) Partnerships UK, 2001 This guidance, created in response to the Government's Initiative "Selling Government Services to Wider Markets" (the Wider Markets Initiative), addresses the primary issues that a public sector body intending to form a joint venture company with the private sector will need to consider. UK
Public Private Partnerships: The Government's Approach (PDF) Public Private Partnerships, 2000 The Stationary Office This document contains the Government's reflection about the evolution and importance of PPPs in the UK. The paper identifies the key principles and themes which apply to all the various forms of PPP, and which guide the way in which the Government designs new partnerships with the private sector. ISBN 0 11 560076 0 UK
Measured Partnering: The Only Way to Know Whether you are Succeeding
M41 Case Study Project No. 20, 2000
Constructing Excellence
Rethinking Construction (PDF) The Report of the Construction Taskforce (Egan Report), 1998 Office of the Deputy Prime Minister (ODPM) This taskforce report seeks to improve the overall performance of the construction sector in UK. The project identifies the main challenges and makes a series of recommendations for the industry; primarily it makes a call for the industry to generate an integrated project process around the four key elements of product development, project implementation, partnering the supply chain and production of components. UK
Flexibility in Long-term Contractual Relationships: The Role of Cooperation (PDF) Campbell, David & Harris, Donald, 1993 Journal of Law and Society, 20(2), pp.166-191 This article addresses the motives behind the fulfilment of long term contracts even in the presence of incentives to deviate. USA
Non-contractual Relations in Business: A Preliminary Study
Macaulay, Stewart, 1963
American Sociological Review 28, pp.55-69