Managing the implementation of public-private partnerships
This artical examins "boundary-spanning' behaviour within the context of the implementation stage of seven different public-private partnerships (PPPs) in the UK and Australia. It analyses the role of boundary spanners who use informal and flexable personal-level agreements to progress PPPs. The process ("maintaining synergetic momentum") is a responce to the unusual managerial environment that characterizes the implementation stage of a PPP. The authers offer important lessons for boundary spanners and their managers and suggest further areas for research.