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Managing to Reinvent Strong Publicness in a Privatized World

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  • Fabrice Hamelin
  • Vincent Spenlehauer

Abstract

How can a specialized public organization, of which the operational sector has been brutally fragmented and privatized, maintain its unity and publicness? The paper looks at how the British Transport Police (BTP) has adapted to the fragmentation and privatization of British Rail since 1993. The fact that the BTP has remained public and national is all the more surprising since a return to the pre-World War II configuration, with each Train Operating Company (TOC) having and running its own police, could be technically envisaged. The answer to the initial question is quite simple. The police organization under examination has intelligently reinvented its publicness, with the negotiated assent of its referring political and economic authorities. Copyright Springer Science+Business Media New York 2014

Suggested Citation

  • Fabrice Hamelin & Vincent Spenlehauer, 2014. "Managing to Reinvent Strong Publicness in a Privatized World," Public Organization Review, Springer, vol. 14(3), pages 419-438, September.
    • Handle: RePEc:kap:porgrv:v:14:y:2014:i:3:p:419-438
    DOI: 10.1007/s11115-013-0239-6
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    References listed on IDEAS

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    1. Anderson, Stuart, 2012. "Public, private, neither, both? Publicness theory and the analysis of healthcare organisations," Social Science & Medicine, Elsevier, vol. 74(3), pages 313-322.
    2. Barry Bozeman, 2009. "Public values theory: three big questions," International Journal of Public Policy, Inderscience Enterprises Ltd, vol. 4(5), pages 369-375.
    3. Gourvish, Terry, 2002. "British Rail 1974-1997: From Integration to Privatisation," OUP Catalogue, Oxford University Press, number 9780199250059.
    4. Hall, Peter A. & Taylor, Rosemary C. R., 1996. "Political science and the three new institutionalisms," MPIfG Discussion Paper 96/6, Max Planck Institute for the Study of Societies.
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