Using social capital to organise for success? A case study of public–private interface in the UK Highways Agency

Abstract

Drawing from a social capital perspective, this paper explores sources of organisational resilience within a public–private partnership. Responding to persistent poor performance the UK Highways Agency, responsible for maintaining and developing the national road infrastructure introduced a collaborative approach to supplier management and engagement. Drawing from a case study of the Construction Management Framework (CMF), it is argued that the development of structural, cognitive and relational elements of social capital provides a fertile context for the emergence of organisational resilience. The CMF achieved significant performance improvement, adapting itself to the changing needs of the Highways Agency, and found ways to capture and use innovation, and provides an example of effective Business Continuity Management (BCM) practice in identifying and responding to threats and in building organisational resilience, safeguarding the interests of key stakeholders and value-creating activities.