Abstract
Relatively little has been published in conceptualizing Public–Private Partnerships (PPP) and illustrating conflicts in PPP by using alternative perspectives. This paper takes a General Systems Theory perspective to conceptualize PPP and discusses the applicability of Dynamical Systems Theory to assist in illustrating conflicts between partners in PPP. It does so by using a case study of Lean Thinking implementation in the English National Health Service. Conflicts are conceptualized as ‘attractors’. It is argued that differences in the depth and width of these attractors illustrate the persistence or resolution of PPP conflicts. The analysis provides useful insights into illustrating conflicts in PPP and discusses the implications for management practice. Copyright © 2012 John Wiley & Sons, Ltd.
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