Public–Private Partnerships for Infrastructure Development
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Public–Private Partnerships for Infrastructure Development

Finance, Stakeholder Alignment, Governance

Edited by Raymond E. Levitt, W. R. Scott and Michael J. Garvin

Large infrastructure projects often face significant cost overruns and stakeholder fragmentation. Public-Private Partnerships (PPPs) allow governments to procure long-term infrastructure services from private providers, rather than developing, financing, and managing infrastructure assets themselves. Aligning public and private interests and institutional logics for decades-long service contracts subject to shifting economic and political contexts creates significant governance challenges. We integrate multiple theoretical perspectives with empirical evidence to examine how experiences from more mature PPP jurisdictions can help improve PPP governance approaches worldwide.
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Chapter 2: Stakeholder network dynamics in public–private partnerships

Andrew J. South, Raymond E. Levitt and Geert P.M.R. Dewulf


Institutional and stakeholder theory are employed to provide a conceptual framework to examine the issues posed for public_private partnerships (PPPs) as they create a governance framework to manage the interactions of multiple parties with different capabilities and varying interests. Because projects typically extend over several decades, a fundamental challenge is posed by dynamic stakeholder networks that vary significantly across the phases of project lifecycle. Project phases include identification or development, procurement, construction and maintenance. It is observed that different subsets of stakeholders assume dominance during each of these phases. These processes are illustrated by an empirical study of a highway transportation project making use of multiple types of archival data and interviews with a cross-section of stakeholders along the project timeline.

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