Tripartite partnership for the transformation of the Singapore maritime industry - Part A : government's perspective

Abstract

In 2016, the Singapore government announced an ambitious plan to revolutionize Singapore towards the new economy. The Committee on the Future Economy (CFE) laid strategies and recommendations to prepare the economy for changes of tomorrow. The maritime industry of Singapore (Maritime Singapore) followed suit with the launch of the Sea-Transport Industry Transformation Map (ITM) as the key instrument for transformation. Industry transformation is a large-scale program that requires the participation of many organizations with varying agendas. The concept of tripartite partnerships was emphasized in ITM’s implementation. However, there is a need to understand the roles of each tripartite partner, and the real challenges faced in such transformation programs. This report examines the roles of Government Organisations in the tripartite and challenges faced to better comprehend the tripartite model. The methodology used in this investigation consists of qualitative interviews conducted with active members of Maritime Singapore. Feedbacks from respondents were consolidated and cross-examined to understand the true nature of the tripartite model. Results from the study support the importance of tripartite partnerships in transformation success. However, findings have shown that a perfect tripartite model is difficult to achieve due to the varying interest of each partner. In particular, the concept of mutual and self-interest was explored, and interviews hypothesized the use of mutual interest to solidify the tripartite model. However, to achieve the highest form of tripartism, partners must also act against their own self-interest to a certain degree. The latter is unlikely which led to the conclusion that the integrity of the tripartite partnership is as strong as its weakest link – the mutual-interest among partners. The project recommended an improvised tripartite framework and a 2-pronged approach to building partnerships by (1) clear and transparent collaboration on mutual interest between organisations and (2) reduce organization self-interest in pursuit of pure tripartite partnerships. This paper argues that while partnerships can be established, strong & resilient ties to pursue transformation requires collaboration beyond the mutual interest of partners. Varying agendas, motives and self-interest of each partner are deemed as restrictive forces to pure tripartism.