The application of the 'COPED' theoretical framework model: A case study

Abstract

This dissertation has reviewed the past and present literature relating to business collaboration and partnerships, with particular reference to public-private sector joint ventures, to gain an insight into the barriers to success and an understanding of what methods have been recommended to overcome them. The evidence suggested that joint ventures partnerships, whilst increasing in popularity, are complex organisations that face many obstacles and are difficult to manage. However, little empirical research has been conducted into the application of a framework of best practice that might contribute towards the success of such partnership arrangements, despite the general consensus that a high proportion of them will encounter difficulties and ultimately fail. The work of Trafford and Proctor (2006) examined the important characteristics that go hand-in-hand with successful public-private joint venture partnerships and presented a theoretical model (COPED), which identified five key characteristics, which they argued, may be considered influential to their success. This led to the research question; Can a theoretical model of joint venture best practice be successfully applied in a case study situation? This research applied the principals of the 'COPED' model, to the case study of a recently formed public-private joint venture partnership (BusinessLiverpool), in an attempt to test its effectiveness at identifying emerging problems and thus enable timely and effective remedial action to be taken. The research strategy adopted a multi-method approach, through the use of survey and case study techniques and using a combination of semi-structured interviews to collect the qualitative data and a questionnaire to collect the quantitative data. Results obtained from the data analysis indicated a range off issues and opportunities evident within the case study organisation and also provided additional characteristics to that of the COPED model that may also be considered as important to the success of such partnerships. The theoretical model was therefore successfully applied, in that, the framework enabled a comprehensive analysis of staff perceptions and attitudes towards the characteristics viewed as important to the success of a joint venture partnership. As a result, a number of recommendations have been made to remedy the current situation and a checklist for future successful joint venture partnerships has been proposed.