Managing the Implementation of Public/Private Partnerships

This article examines boundary-spanning behavior within the context of the implementation stage of seven different public/private partnerships (PPPs) in the UK and Australia. It analyzes the role of boundary spanners who use informal and flexible personal-level agreements to progress PPPs. The process (maintaining synergetic momentum) is a response to the unusual managerial environment that characterizes the implementation stage of a PPP. The authors offer important lessons for boundary spanners and their managers and suggest further areas for research