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|Other Titles: ||Is the Firm or the Government Agency a Trouble Maker? A Case Study of Obstacles to Successful Public-Private Partnerships (PPPs) in E-Government|
e-governments;public-private partnership;collaborative governance;transaction costs;political uncertainty
|Issue Date: ||2016-05-11 16:03:02 (UTC+8)|
In an age of state fiscal constraints and citizens’ growing demands, public-private partnerships (PPPs) are one of the strategies to cope with the challenges, and hence collaborative governance recently has become a popular theme in public management. However, most scholars in the field of PPPs and public contract management tend to discuss the issue of how to effectively reduce those costs such as ex-ante writing and implementing costs and ex-post compliance costs of contract from “the government-centered” viewpoint. Based upon this viewpoint, many of us can see that the transaction costs posed by the firm commonly be used to explain why the partnership is unsuccessful, but entirely neglect the possibility that the transaction costs posed by the government agencies might also seriously cause the partnership failure. Also, it clearly presumes that the firm rather than the government agency is a trouble maker. Even those, who recognize that the government agencies are the roots of partnership failure, incline to proportionately concentrate on the issue of the capability of public contract management, while they, to some degree, still neglect other deepening and structural obstacles. As we know, however, the logic of the PPPs are totally different to that of the outsourcing. Accordingly, the idea of how to strive to achieve the “win-win” goal by means of minimizing collaborative costs on both sides may deserve our attention very much, which can also provide a concrete rationale for the study of successful PPPs. The author argues that the transaction costs posed by the firm or by the government agencies should pay equal attention when we are carrying on the related researches. Thus, the author tries to inquire the phenomenon of how the transaction costs posed by the government sector might affect the project failure too through the case study of “My Taipei Website PPPs Project”. The findings indicate that the partnership failure apparently results from two types of transaction costs posed by the government agencies, and each of them separately occurs on the level of politics and administration in the public bureaucracy. Specifically, the former mainly refers to the leadership turnover, and the latter contains the several factors such as tasks shift, administrative coordination, the third-party conflicts, local government jurisdictions and so on. Therefore, to enhance the performance and sustainability of PPPs projects, not only the transaction costs posed by the private sector should be evaluated, but the transaction costs posed by the public sector itself should also be considered and even managed well.
|Relation: ||公共行政學報, 34,77-121|
Journal of Public Administration National Chengchi University
|Data Type: ||article|
|Appears in Collections:||[公共行政學報 TSSCI] 期刊論文|
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