Public–Private Partnership (PPP) as an Interdependent Form (I-Form) Organization

Abstract

As “public–private partnership” (PPP) is becoming a popular model among states, the debate concerning how to make it more successful is accelerating. Based on insights from contemporary organization theory (OT), the present article suggests that instead of taking PPP as “partnership” between private and public sector partners, it is rather more beneficial to construe it as inter-dependent form (I-Form) organization. Subsequently, it identifies three types of interdependencies, faced by PPP-based I-Form organizations, and furnishes a model—comprising of initial and external conditions, and interplay of internal factors—that could enable smooth functioning and performance of I-Form organization.