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Linking external and internal relationship building in networks of public and private sector organizations: a case study

Adrian Palmer (De Montfort University, Leicester Business School, Leicester, UK)

International Journal of Public Sector Management

ISSN: 0951-3558

Article publication date: 1 June 1996

2739

Abstract

Observes that there has been considerable recent interest in evolving forms of network organizations, and notes the suggestion that organizations are developing increasingly fuzzy external boundaries as ongoing relationships with external subcontractors are developed. Identifies a number of network models that have been proposed which combine systems theory, resource dependency theory and strategic contingencies theory, but notes there has been little empirical analysis of the effects of an organization’s external relationships on its internal relationships, or vice versa. Summarizes briefly recent theoretical developments in the network literature and then reports on a case study analysis of a number of public‐private sector tourism marketing collaborative organizations. Looks at the reasons why public and private sector organizations collaborate to market a local tourism destination and the benefits that can be obtained from this process when compared to in‐house marketing. Concludes that the organizations studied had developed structures and processes which had the characteristics of an emerging network organization.

Keywords

Citation

Palmer, A. (1996), "Linking external and internal relationship building in networks of public and private sector organizations: a case study", International Journal of Public Sector Management, Vol. 9 No. 3, pp. 51-60. https://doi.org/10.1108/09513559610124487

Publisher

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MCB UP Ltd

Copyright © 1996, MCB UP Limited

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