Motivations and impediments to service contracting, consolidations, and strategic alliances in public transit organizations
By: UGBORO, Isaiah O
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Contributor(s): BENG, Kofi | TALLEY, Wayne K.
Material type: 
ArticlePublisher: Thousand Oaks : SAGE, March 2001Administration & Society 33 , 1, p. 79-98Abstract: This article uses survey data to determine motivations and impements to collaboration (i.e., contracting, merger/consolidation, and strategic alliance) among public transit tystems in the United States. The results suggest that transit systems are more likely to contract out passager service if they are involved in the initiation on the collaboration effort and if they are motivated by the possibility of increased resources and by government pressure. The impediments to contracting include resistance from other agencies and government funding agency restrictions. Mergers are motivated by cost savings and government initiatives ( or pressure). Strategic alliance are motivated by the promise of increased service effectiveness byt not so much by service quality, cost savings, or increased resources. An impediment to the formation of strategic alliance is size of required capital investments ( costs of vehicles, equipament, and faciliates). The article also examines the policy implications of these results
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This article uses survey data to determine motivations and impements to collaboration (i.e., contracting, merger/consolidation, and strategic alliance) among public transit tystems in the United States. The results suggest that transit systems are more likely to contract out passager service if they are involved in the initiation on the collaboration effort and if they are motivated by the possibility of increased resources and by government pressure. The impediments to contracting include resistance from other agencies and government funding agency restrictions. Mergers are motivated by cost savings and government initiatives ( or pressure). Strategic alliance are motivated by the promise of increased service effectiveness byt not so much by service quality, cost savings, or increased resources. An impediment to the formation of strategic alliance is size of required capital investments ( costs of vehicles, equipament, and faciliates). The article also examines the policy implications of these results
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