Public–private partnerships
Procedural over results-driven accountability
Bibliographic Data
| ID | 9964432 |
|---|---|
| Authors | Salvador Parrado (0000-0001-6600-5515, Universidad Nacional de Educación a Distancia, corresponding author), Anne-Marie Reynaers (Universidad Autónoma de Madrid), Anne‐marie Reynaers (0000-0002-1749-1390, Universidad Autónoma de Madrid) |
| Year | 2019 |
| Volume | 87 |
| Issue | 4 |
| Pages | 962-979 |
| Publication date | 2019-10-16 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0020852319864161 |
| OpenAlex | W2981151251 |
| Language | EN |
| Citations received | 1 |
| References cited | 35 |
The article examines to what extent Dutch and Spanish officials make trade-offs between process and result accountability during the design, management and adaptation of contracts for public–private partnerships. The countries’ distinct administrative traditions (legalistic versus managerial-oriented, respectively) are expected to be influential. Analysing contracts, policy documents and interviews with 89 Dutch and Spanish project members, the article shows that Dutch administrators focus on outcome accountability, following the tenets of relational governance, whereas Spanish officials opt for process accountability in line with the contractual governance framework in non-clinical services, and for result accountability for clinical services in hospitals. Points for practitioners • Procedural and results-based accountability are not necessarily alternatives. High legalistic countries may emphasize process accountability but results-based accountability is needed to realize the potential from the private-sector operator delivering public services. • Long-term contracts require that the procurer first sets the results to be achieved and then work out the more suitable accountability mechanisms. • Results-based accountability requires competencies that are not easily found in the public sector of legalistic countries and this is key for properly giving account of the contract
Accountability · Business · Corporate governance · Political science · Private sector · Process (computing · Public relations · Public sector · Finance · Law · Public Administration · Public Policy and Administration Research · Public Procurement and Policy · Public-Private Partnership Projects
Public Management Reform and Modernization
Do formal contracts and relational governance function as substitutes or complements?
Toward a Stewardship Theory of Management
What is an adequate sample size? Operationalising data saturation for theory-based interview studies
Promotion and Prevention
Construal-level theory of psychological distance.
Theory of the firm
Economic Action and Social Structure
Accountability When Hierarchical Authority Is Absent
Keeping Public Officials Accountable through Dialogue
Pathologies of Accountability
The introduction of public–private partnerships in the Netherlands as a case of institutional bricolage
Trajectories of Administrative Reform
Public Values in Public–Private Partnerships
Complex Contracting
Agents or Stewards
Predicting Public Sector Accountability
The use of standard contracts in the English National Health Service
| Citations per year | 0.5 |
|---|---|
| Citation span | 2024 - 2024 (1) |
| Highly cited | No |