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Achieving the win–win goal in public–private partnership (PPP) has gained much research interest in recent times. These studies have addressed the achievement of win–win from various perspectives. An integration of the constructs from these various perspectives improves approach to attaining win–win throughout the entire project delivery. This study, therefore, becomes the first systematic review to analyse PPP studies towards identifying win–win constructs and then integrates findings into a conceptual model.

This study adopted a four-staged systematic review method. This includes concept development, papers retrieval, selection of relevant papers and qualitative analysis. Thematic analysis was used at the qualitative analysis stage for the identification and categorization of constructs and finally, systems thinking was adopted in integrating the findings into a conceptual mode

The achievement of win–win between government and private investors is of much desire hence a more conscious approach towards it is ideal. A total of 40 constructs were identified and were later categorised into six components. Some constructs identified include optimal assessment and fair allocation of project risks, reasonable concessions period, flexible contracting, equal and active participation and co-ordination of public and private actors and strategic negotiation.

This paper provides an improved definition of win–win scenario in PPP infrastructure project delivery. Furthermore, the novel approach of integrating win–win constructs into a systemic conceptual model is very relevant to PPP body of knowledge and practice. The study concludes with plausible research directions to further improve the achievement of win–win in PPP.

Industry practice shows that buyer-supplier partnerships are negatively influenced by zero-sum pie-sharing competition. Interfirm rivalry vis-à-vis a fair financial distribution of the mutually generated partnership pie is a growing source of concern for firms because fairness has a direct effect on the competitiveness of a partnership. This study aims to examine the consequences of fairness in pie-sharing within buyer-supplier new product development (NPD) partnerships on product-innovation, product-quality and product-cost, as well as the mediating role of opportunism.

The empirical analyses are grounded on data from 147 NPD partnerships between Tier-1 suppliers and automotive manufacturers, using structural equation modeling with SPSS AMOS.

Findings indicate that pie-sharing fairness significantly influences the partnership’s ability to increase NPD effectiveness and efficiency. Moreover, unfairness in sharing the mutual pie showed to promote harmful opportunism, which negatively mediates the relationship between pie-sharing fairness and NPD performance. To control partners’ fairness perception in the first place, the analysis revealed three factors that affect pie-sharing fairness significantly, i.e. relationship induced financial performance, behavioral tension and interfirm dependency.

Exchange relationships are built on economic and social components, both of which can be combined within the construct of pie-sharing fairness. Firms must take an interest in their exchange partner’s equitable share of the mutually generated partnership pie, as pie-sharing fairness can be used to promote determinants of effectiveness and efficiency of their mutual NPD project. In a two-sided mutually contingent exchange behavior, the firm’s own welfare must be regarded as an interorganizational overlap with the partner’s, which can be optimized only by mutual efforts.

This paper aims to offer a New Zealand perspective on how business and community organisations engage to develop mutually beneficial partnerships to tackle pressing social issues. Specifically, the paper seeks to examine the collaboration motivations for business and community partners involved in seven business‐community partnerships in New Zealand.

The paper utilises data from in‐depth, semi‐structured interviews with key business and community managers involved in seven partnerships in New Zealand. The transcripts of the interviews were analysed using elements of content and narrative analysis. Findings to be presented in this paper include: explaining what “partnership” is; understanding a business case; and community organisations' motivations for engaging in partnerships with business.

This research finds that, while partnerships involving business and community organisations may ideally be associated with shared societal concerns, in this study there was a very strong focus on individual community organisation goals and a dominance of business priorities. This was not balanced by an interest in the broader meta‐goals of the partnership.

This paper draws attention to diverse and often competing motivations that characterise business‐community partnerships. The research demonstrates that, while partnerships are often discussed in the context of societal benefits, individual organisations frequently form partnerships primarily for their own instrumental self‐interests. It is hoped that this paper will stimulate understanding of the practical challenges to developing business‐community partnerships, given differences among the partners in goal orientations and expectations.

International business.

The case is suitable for Bachelor and Master level students of business studies.

In the actual global economy context, firms are trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on opportunities in foreign markets. To get into internationalization SMEs can use different successful expansion strategies. One of these strategies is the establishment of a win-win partnership with partners that distribute the company products on the foreign markets. The case deals with a successful experience of a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an explanation of the strategic choices of internationalization of the firm is provided. The selection of the most appropriate foreign markets is described later. The win-win partnership approach is then detailed and the case finishes with the future internationalization plans for GIAS.

The expected learning outcomes include: the selection of a foreign market; the determinants of the foreign mode of entry; the process of integrating an internationalization strategy; how to choose the most appropriate partner; the follow up and the management of the relationships with foreign partners; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The gap between higher learning practices and business expectations in terms of preparing engineering, technology, and business students is significant. This paper offers an innovative approach toward narrowing that gap. The approach offered stresses an open system orientation and partnerships between business and education. This approach was utilized successfully, resulting in win‐win outcomes for both business and higher education. The results of a mini‐case study are presented and their implications are discussed.

In the UK, universities are coming under increasing pressure from government to strengthen university-employer co-operation and engagement in areas such as student placements, graduate internships, knowledge exchange, enterprise and work-based learning. Both the Higher Education (HE) White Paper (BIS, 2011) and the Wilson Review (BIS, 2012) encourage universities to focus on this agenda, putting businesses at the heart of the system alongside students to maximise innovation, promote growth and “ensure students come out of universities equipped to excel in the workforce”. (BIS, 2011, p. 39). The need for universities to engage with employers and build strong relationships to maximise mutual partnership value is integral to this work. The paper aims to discuss these issues.

This paper examines the application of win-win principles (Covey, 1989) to employer engagement activities in HE via two case studies. Following an analysis of the results in each case study, they show that the adoption of such approaches has enhanced employer engagement, consolidated existing employer relationships and led to tangible outcomes such as new student placement opportunities.

The paper suggests that HE employer engagement activities grounded in Covey's win-win principles are likely to enhance results and relationships with employers than those that omit such principles. The paper concludes by encouraging the utilisation of such principles across the spectrum of HE employer engagement activities.

The authors believe this is the first time this method of analysis has been applied to university-employer relationships.

A full and adequate Systematic Quantitative Literature Research Analysis of the academic literature and research on creating shared value (CSV) is long overdue. This chapter commences this process by introducing some of the academic literature currently on CSV and examining the strengths and weaknesses of this literature, while identifying gaps for future research. The chapter builds on current academic literature to include writing and research from the business community in an attempt to make this chapter both topical and accessible to anyone interested in CSV, including practitioners interested in implementing these types of projects as direct CSV projects or as part of already existing CSR strategy. It is expected that the inclusion of this type of business literature will add value to academic research going forward. The Appendix brings the chapter together by presenting examples of a variety of CSV case studies to provide ideas for future project implementation and opportunities for future research in both implementation and measurement.

The purpose of this paper is to discuss business processes as building‐blocks of organisational capabilities and outsourcing of business processes as a viable management approach to building strategic organisational capabilities.

The paper develops a conceptual framework based on “strategic partnering” to successfully implement “global sourcing” of organisational capabilities and validates this framework using multiple case studies research.

The paper identifies business process management, relationship management and the outsourcing value propositions as the key dimensions for business process outsourcing (BPO) success.

The paper is based on case studies of seven European clients and ten Indian service providers of BPO services. A larger survey of BPO clients and service providers may further strengthen the proposed framework and make the findings more conclusive.

The proposed framework helps both the BPO client and the service provider organisations in understanding the critical role of relationship management in realising the intended BPO service outcomes. It also helps the BPO clients and the service providers to understand the risk and business value implications of BPO value proposition.

The paper addresses a dearth of literature on BPO service provision and establishes the need for dyadic study of BPO services from both the client and the service provider perspective simultaneously for understanding the dynamics of this emerging service sector.

The purpose of this paper is to articulate the Electronic Theses and Dissertations (ETD) implementation process at Syracuse University. It will describe the development of a collaborative partnership between the Graduate School and the Syracuse University Libraries (SUL) that advances open access and the scholarly communication issues among graduate students, the proposed plan for a dissertations and theses retrospective digitization project which will continue to strengthen the partnership between University Archives, university relations, and the SUL. It could also serve as an inspirational point for other institutions.

This case study documents the successful strategies that were used to advance scholarly communications education efforts on campus and ETD implementation using an institutional repository.

Partnerships, flexibility, and creativity are essential to a successful initiative.

Sharing successful stories is crucial in our rapidly developing field. Although each institution is different, we all have things we can learn from each other and adapt to our own environment. The important lessons here are taking opportunities, building partnerships, being flexible, and creative to ensure the initiative's success.