Public-private partnerships in urban regeneration projects: Organizational form or managerial capacity?
Urban regeneration companies (URCs) are public-private entities appearing across Europe. They are created specifically to manage and implement more effectively urban regeneration projects. Core ideas behind the establishment of these newly emerging partnerships aim to tackle the challenging process of restructuring these organizations so as to function at arm's length from political oversight. However, contemporary literature on governance suggests that organizational form may be less a factor than managerial capability. Using survey data obtained from individuals who are heavily involved in Dutch urban regeneration partnerships, this article points out why twin URC organizational characteristics, i.e., functioning at arm's length from politics plus its tight organizational format, are not significant to their effective performance. Instead, use of multiple management strategies is ultimately more relevant to their effective performance.
|Keywords||public private partnerships, effects, arm's length, network management|
|Persistent URL||dx.doi.org/10.1111/j.1540-6210.2011.02393.x, hdl.handle.net/1765/31392|
Kort, M.B., & Klijn, E-H.. (2011). Public-private partnerships in urban regeneration projects: Organizational form or managerial capacity?. Public Administration Review, 71(4), 618–626. doi:10.1111/j.1540-6210.2011.02393.x