Organizational Design: An Overview and a Primer Research for Those of PPPs in the Developing Countries

Abstract

Previous studies have stated that PPPs often bring together organizations with strikingly different cultures and that cross-sectoral cooperation between the public and private sectors is complex and time-consuming. Especially in the developing countries, the increasingly dynamic environment faced by interdependent organizations in international PPPs also brings to light the inefficiencies and failures of the hierarchical model in dealing with complex and unstable environmental forces. Because bureaucratic models are of little use given the dynamic and uncertain environment of PPP implementation, new design concepts are imperative. Drawing upon the important concept mentioned by previous studies as an organization structure positioned in an environment that is both dynamic and complex, six types of coordinating mechanisms are worked out (against their antitypes which deter success) as the keys to support the operational success of international PPPs in developing countries. And further this article explains the rationale of my recommended design approaches through six PPPs case example, hoping to provide a feasible scheme for improving the quality of PPPs in developing countries.