An organizational justice perspective on conflict in multipartner public-private strategic alliances
bookPart
This chapter reports on an exploratory case study of a multipartner public-private strategic alliance (MPPSA) in the Dutch public health sector. Although MPPSAs--cross-sector collaborations with more than two partners--have become increasingly popular instruments for dealing with complex societal issues, they also represent inherently unstable alliance arrangements. Due to their unique properties, MPPSAs constitute a breeding ground for injustice perceptions and conflict. Guided by organizational justice theory and the findings, we develop a tentative model of conflict in MPPSAs. The proposed model explicates that injustice perceptions by one partner positively influence the occurrence of interpartner conflict, which in turn may destabilize the alliance relationship. The model also accounts for different types of justice and conflict as well as contextual factors, thus providing a detailed insight in the justice-conflict-instability relationship.
TNO Identifier
500271
Publisher
Information Age Publishing Inc.
Source title
Managing public-private strategic alliances
Editor(s)
Das, T.K.
Place of publication
Charlotte, NC
Pages
85-125
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