Governance of a public sector joint venture: the control challenges of dominated owners

Marthe Liss Holum

Local Government Studies, 2016, vol. 42, issue 6, 1004-1023

Abstract: Local governments increasingly choose to provide a wide range of services through cooperation with other local governments. Providing complex services through intergovernmental units creates collaboration risks and collective action dilemmas that need to be mitigated. Based on a longitudinal case study, an investigation is made into the dynamic processes in the governance of a public sector joint venture (JV) and the control challenges of dominated owners. The findings illustrate that the approach to mitigating collective action dilemmas is far less rational than that prescribed by the normative literature, resulting in control challenges at later stages in the relationship. Limitations in the assessment of collaboration risks are explained by drawing on resource dependence theory (RDT) arguments. Dynamic processes in the JV relationship create the need to adjust the governance system. However, adaptability is constrained by power asymmetry and control complexity.

Date: 2016
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/03003930.2016.1207631 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:flgsxx:v:42:y:2016:i:6:p:1004-1023

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/flgs20

DOI: 10.1080/03003930.2016.1207631

Access Statistics for this article

Local Government Studies is currently edited by Helen Hancock

More articles in Local Government Studies from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().