Delivering integrated solutions in the public sector: The unbundling paradox

Jens K. Roehrich, Nigel D. Caldwell

    Research output: Contribution to journalArticlepeer-review

    57 Citations (Scopus)


    The paper analyzes changes in suppliers' organizational structures to deliver integrated solutions by examining the bundling across different project phases with a focus on realizing risk transfer and through-life innovation. A multiple, longitudinal case study method is used to examine changes in integrated solution provision in Public Private Partnerships over a 15-year period. The study deploys rich data sets by combining 108 government reports with 38 interviews. Findings examine organizational transformation and suggest that as a response to the need to be competitive the solutions provider ‘unbundles’ the bundle of integrated solutions by creating sub-units to handle distinct phases. The paper questions whether bundling the different management and procurement phases of a major project into one contract is appropriate. Managers must weigh the transactional cost savings of dealing with a prime contractor against not only the transactional costs of dealing with distinct contractors for individual phases, but also the comparative ability of the two options to deliver.

    Original languageEnglish
    Pages (from-to)995
    Number of pages1007
    JournalIndustrial Marketing Management
    Issue number6
    Publication statusPublished - Aug 2012


    • Bundling
    • Integrated solutions
    • Customized solutions
    • Organizational transformation
    • Longitudinal case studies


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