State-private Partnership Research Articles

Much ado about nothing? World-historical implications of the re-emergence of China and India

China and India's increasing prominence in the world economy has not been accompanied by an equally prominent role for them in world politics. The opening up of the two giant trans-Himalayan neighbors has allowed corporations to fragment production operations into part-processes and distribute them across the planet to benefit from wage and cost differentials. This has significantly impaired the strength of domestic manufacturing lobbies and of industrial labor and led to the hollowing out of manufacturing sectors and the widening of inequalities in income and wealth everywhere. New forms of industrial organizations emerging in China and India – hybrid state–private partnership arrangements and large diversified corporations – have not been conducive to creating well-paying jobs or the self-organization of workers that has thus far been the hallmark of industrial capitalism in leading states. This set the stage for a worldwide depoliticization of politics. In the West, though it was articulated differently given distinct political formations, the decline of industrial labor and the greater political organization of big business led to a rightward shift in politics with the Reagan and Thatcher governments. The influence of US universities was felt worldwide as they attracted students from all over. In both China and India, the rise of a substantial middle class whose interests were tied to their comperes in the United States led them to acquiesce in US domination on the world stage. In these conditions, the onset of a financial crisis in 2008 may have set the stage for the beginnings of a major transformation. China responded with a massive stimulus program that benefitted many resource-rich and energy-rich states. And China's continuing need for energy and strategic industrial raw materials lead to the possibility of greater confrontation with the United States over Iran and other issues while the growth of a domestic market lessens reliance on exports to the United States. Indian conglomerates have not only used the opportunity presented by the crisis to make major corporate acquisitions overseas but the looming US withdrawal from Afghanistan is also leading New Delhi to reassess its role in the region in the context of its rivalry with Pakistan.

Explaining sectoral leapfrogging in countries: comparative studies of the wireless sector

What explains the uneven competitiveness we find in global markets, where some firms are able to dominate? Obvious path dependency and ‘stickiness’ in markets persists, despite efforts by others with potentially greater comparative advantage. An evolutionary view of global market competitiveness provides the best answer. Timing determines fortunes. In order to take advantage of technological windows of opportunity, a co-evolutionary state-private sector partnership is required. Our study of the emergence of wireless manufacturing entrants suggests that success depends on the ability to adapt to changes in comparative advantage, markets, and technology. Globalisation therefore requires even more state intervention, albeit in more strategic ways, not less, and state intervention is at the heart of the success of national firms. The cyclical nature of global markets and technology advances offers currently unrecognised opportunities for late entrants.

Designing state-private partnership in modernized economy

In article the essence and the basic forms of state-private partnership are considered, prospects of development of state-private partnership in economy of Russia at a stage of its begun modernization are estimated. Positive and negative aspects of realization of the mechanism of state-private partnership in the regions of Russia are revealed.

Modernization of geology and future directions of the raw materials base formation

Article contains description of structure of regional finance resources, discloses the sources of financing, describes the role of budgeting. Problems and possible ways of solution of inter-budget relationships optimisation are described with the purpose of increasing of financial prosperity of territories. Overall role of optimisation as one of the most important factors of strengthening of financial basement of territories is described along with the necessity of considering the budget process as stimulated factor for regional economic systems development. Suggestions on substitution of cost method of budget resources management by the model of outcomes management and further development of mechanisms of territorial bodies interaction with economic entities on the base of state-private partnership were proposed.

State-Private Partnership in the Field of Culture: Theory and Practice Problems

On the Second Inter-regional scientific and practical conference Development of state and private partnership in culture branch: Theory, Reality and Prospects, held in the town of Chekhov, Moscow region on August, 11th, 2010.

Development of the mining cluster in the Transbaikalia: problems and solutions

For development of raw mineral resources in the Transbaikalia we suggest that a mining cluster be established, which would unify geographically a number of related production facilities and objects of social infrastructure. From this standpoint the complex of enterprises that is being established in the region by the “Metropol” company, may well become a model object in a further development of the economy of Asian Russia. Cluster approach, combined with state-private partnership, furnishes an opportunity to more effectively cope with the issues relating to the uplifting of living standards on peripheral territories and to maintenance of adequate conditions of natural environment conservation.

INVESTMENT PARTNERSHIP BETWEEN THE STATE AND BUSINESS ОN THE TRANSPORT: PATH AND PROBLEMS

In the article the basic forms of state-private partnership as important instrument of upgrading the quality and competitiveness of transportation services in the world and European transport markets and inviting the investments in development of the transport-and-road complex ofUkraineare considered.

Analysis of the cost-effectiveness of low-capacity nuclear power plants

Autonomous low-capacity nuclear power plants are best suited as reliable sources of power in remote regions which are difficult to reach. This article presents a complete study of the cost-effectiveness of low-capacity nuclear power plants and possible ways to increase it. The economic acceptability of an almost two-fold increase of the run time of KLT-40S and ABV-6 reactors by switching to UO2 with a larger load is analyzed. The possible organizational and economic mechanisms for implementing low-capacity nuclear-power designs are determined. At the present time, the optimal organizational form for implementing low-capacity nuclear power projects is a public-private partnership. The financial and economic instruments which work effectively within the framework of state-private partnership and which take account of the specific nature of nuclear technology are licensing and the construction-transfer-operation arrangement.

An Interview with Donna Shalala

Biography Donna E. Shalala became the fifth President of the University of Miami on June 1, 2001. President Shalala has more than 25 years' experience as an accomplished scholar, teacher, and administrator. She is also a professor of political science, epidemiology and public health, and education. Born in Cleveland, Ohio, President Shalala received her A.B. in history from Western College degree from The Maxwell School of Citizenship and Public Affairs at Syracuse University. A leading scholar on the political economy of state and local governments, she has held tenured professorships at Columbia University, the City University of New York (CUNY), and the University of Wisconsin. She served as president of Hunter College of CUNY from 1980 to 1987 and as chancellor of the University of Wisconsin-Madison from 1987 to 1993. In 1993 President Clinton appointed her Secretary of Health and Human Services (HHS) where she served for eight years, becoming the longest serving HHS Secretary in U.S. history. At the beginning of her tenure, HHS had a budget of nearly $600 billion, which included a wide variety of programs including Social Security, Medicare, Medicaid, Child Care and Head Start, Welfare, the Public Health Service, the National Institutes of Health (NIH), the Centers for Disease Control and Prevention (CDC), and the Food and Drug Administration (FDA). As HHS Secretary, she directed the welfare reform process, made health insurance available to an estimated 3.3 million children through the approval of all State Children's Health Insurance Programs (SCHIP), raised child immunization rates to the highest levels in history, led major reforms of the FDA's drug approval process and food safety system, revitalized the National Institutes of Health, and directed a major management and policy reform of Medicare. At the end of her tenure as HHS Secretary, The Washington Post described her as of the most successful government managers of modern times. Before becoming HHS Secretary, President Shalala served as Chancellor of the University of Wisconsin-Madison. She led what was then the nation's largest public research university, raising more than $400 million for the university's endowment, and spearheaded a $225 million state-private partnership program to renovate and add to the university's research facilities. In 1992 Business Week named her one of the top five managers in higher education. She joined the Carter administration as Assistant Secretary for Policy Development and Research at the Department of Housing and Urban Development. In 1980, she assumed the presidency of Hunter College, City University of New York. She is a Director of Gannett Co., Inc. (an international news and information company in the print, television, and Internet industries), UnitedHealth Group (a diversified health and well-being enterprise), the Henry J. Kaiser Family Foundation, and the Lennar Corporation (a home-building company). She was recently selected for ex officio membership in The Florida Council of 100. President Shalala has more than three dozen honorary degrees and a host of other honors, including the 1992 National Public Service Award and the 1994, Glamour magazine Woman of the Year Award. She has been a John Simon Guggenheim Fellow and has been elected to the National Academy of Education; the National Academy of Public Administration; the American Academy of Arts and Sciences; the National Academy of Social Insurance; The American Academy of Political and Social Science; and the Institute of Medicine, National Academy of Sciences. Interview Nance Lucas: Looking back at all your various leadership positions and roles that you've had, what would you say are some of the leadership lessons that occurred over time? Donna Shalala: I certainly matured as a leader. Lesson one - don't jump on every issue immediately just because it looks like you have to make that decision immediately because you may not have to. …