Public–private joint ventures: mixing oil and water?

Rhys Andrews, Marc Esteve, Tamyko Ysa

Research output: Indexed journal article Articlepeer-review

19 Citations (Scopus)


The use of public–private partnerships (PPPs) is one of the most distinctive features of strategic management in the public sector. One of the most significant, yet understudied, forms of PPP to emerge in recent years is the public–private joint venture (PPJV). Unlike contractual PPPs, in which public organizations specify the service to be provided under contract by private sector organizations, PPJVs involve the creation of a new institutional entity that is governed by all of the parties in the alliance. This paper examines the distinctive character of PPJVs and draws on documentary and case study evidence to evaluate the ways in which the mixing of public and private within this important collaborative form can be managed best.

Original languageEnglish
Pages (from-to)265-272
Number of pages8
JournalPublic Money and Management
Issue number4
Publication statusPublished - 4 Jul 2015
Externally publishedYes


  • Collaboration management
  • joint ventures
  • management dilemmas
  • public– private partnerships
  • public–private sector differences


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