PFI, public-private partnerships and the neglected importance of process: Stakeholders and the employment dimension

Public Money and Management

Volumn 23, Issue 3, 2003, Pages 171-176

  Fischbacher, Moira ^a   Beaumont, P B ^a  

^a UNIVERSITY OF GLASGOW   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0037970052     PISSN: 09540962     EISSN: 14679302     Source Type: Journal    
DOI: 10.1111/1467-9302.00365     Document Type: Article

References (7)

1. Eden, C. and Cropper, S. (1992), Coherence and balance in strategies for the management of public services. Public Money & Management, 12, 3, pp 43-52.
2. Froud, J. and Shaoul, J. (2001), Appraising and evaluating PFI for NHS hospitals. Financial Accountability and Management, 17, 3, pp. 247-270.
3. Guest, D. and Conway, N. (2000), The Psychological Contract in the Public Sector (Chartered Institute of Personnel and Development, London)
4. IPPR (2001), Building Better Partnerships: The Final Report of the Commission on Public Private Partnerships (Institute for Public Policy Research, London).
5. Ruane, S. (2000), Acquiescence and opposition: The private finance initiative in the National Health Service. Policy and Politics, 28, 3, pp 411-424.
6. Scottish Parliament Finance Committee (2002), Report on Public-Private Partnerships, Volume 1, SP Paper 653 (Edinburgh).
7. Unison (2000), Challenging the Private Finance Initiative (London).