Abstract
This research explores why multi-agent projects in the UK public sector succeed or fail. Projects involve government departments, private firms and third-sector organisations. We explore how political priorities, power shifts, and cross-organisational tensions shape outcomes and public value with the aim to identify lessons for better project delivery.
| Original language | English |
|---|---|
| Publisher | Association for Project Management |
| Number of pages | 32 |
| DOIs | |
| Publication status | Published - Feb 2026 |
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