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Partnerships for Urban Infrastructure Development in India

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  • Ashok Kumar

    (School of Planning and Architecture, New Delhi)

Abstract

Partnerships forged among equal partners have more chances of being successful. This article presents an analytical framework for a complete project cycle of a partnership, which includes nine components: organ izational arrangements as choice making; selection and commitment of partners; objectives and core com petencies of the partners; partnership inputs and outcomes; involvement of partners in a programme, staff for a partnership; operations of a partnership; evaluation of a partnership; and a decision to modify or quit a partnership. This framework was applied to the Urban Basic Services Programme in Delhi. It was found that in spite of the fact that this partnership was theoretically sound, it could not achieve its chief objectives of creating sustainable community structures and convergence of basic service providers due to exclusion of local communities during important stages of the formation of the partnership. The only objective it could successfully achieve was that of universal immunization of children.

Suggested Citation

  • Ashok Kumar, 2004. "Partnerships for Urban Infrastructure Development in India," Global Business Review, International Management Institute, vol. 5(1), pages 73-96, February.
    • Handle: RePEc:sae:globus:v:5:y:2004:i:1:p:73-96
    DOI: 10.1177/097215090400500105
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    References listed on IDEAS

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    1. Gary Hamel, 1991. "Competition for competence and interpartner learning within international strategic alliances," Strategic Management Journal, Wiley Blackwell, vol. 12(S1), pages 83-103, June.
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