000			01793naa a2200193uu 4500
001			11071
003			OSt
005			20190211155303.0
008			030212s2005 xx ||||gr |0|| 0 eng d
100	1		_aERRIDGE, Andrew _93278
245	1	0	_aPartnerships and public procurement : _bbuilding social capital through supply relations
260			_c2002
520	3		_aAs one means of dealing with an increasingly interdependent or shared power `no-one in charge' world (Bryson and Crosby 1992) and adapting the public sector to the demands of the global economy, sucessive administrations in the UK have aimed to develop a more strategic approach to public procurement by emphasizing inter-departmental co-ordination and establishing long-term partnership relations with suppliers. This has proved to be a difficult task, however, as the operating framework and culture of the public sector have hindered the development of interorganization relationships and trust. By focusing on the co-operative processes and interact ion within central government departments and between departments and the private sector, this paper aims to analyse and idnetify the obstacles to, and opportunities for, implementing long-term supply relations and facilitating departmental co-ordination. While the paper argues that partnership relations can build social capital, it also shows that these resources can have both positive and negative effects for public procurement. To conclude, lessons for develping collaborative arrangements in public procurement are identified
700	1		_aGREER, Jonathan _919956
773	0	8	_tPublic Administration an International Quarterly _g80, 3, p. 503-522 _d, 2002 _w
942			_cS
998			_a20030212 _bLucima _cLucimara
998			_a20060731 _b1217^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11195 _d11195
041			_aeng