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Exploring Cultural Dimensions in Public-Private Partnerships: A Literature Review
Abstract
Public-private partnerships offer a rationale opportunity to determine the cultural factors' impact on effectiveness and strategically address societal needs by combining government and private sector contributions. Although cultural dynamics crucial to the success of PPPs are often neglected. The study examines the existing literature to analyse cultural factors that impacts the negotiation, management and outcome derived from PPPs. The study applies Hofstede and Trompenaars' frameworks to demonstrate that culture affects business communication, conflict and leadership, high-power distance cultures employ hierarchical bargaining methods, whereas collectivist cultures prioritise negotiations that foster long-term connections. However, there are differences in communication and time perspectives, the high/low-context model in particular, significantly influencing the partnership. The findings indicate that PPP requires cultural sensitivity and flexible management, with culturally aligned partners are better positioned for successful collaboration, impacting future policy and practice.
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