Governance of public—private partnerships
Lessons learnt from an Australian case
Bibliographic Data
| ID | 9961255 |
|---|---|
| Authors | Judy Johnston (0000-0002-9404-3639, Judy Johnston, Associate Professor, School of Management, University of Technology, Sydney (UTS), Australia, corresponding author), Siegfried P Gudergan (0000-0002-5493-4664, School of Marketing, UTS) |
| Year | 2007 |
| Volume | 73 |
| Issue | 4 |
| Pages | 569-582 |
| Publication date | 2007-12-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0020852307083459 |
| OpenAlex | W2085116537 |
| Language | EN |
| Citations received | 19 |
| References cited | 19 |
Large infrastructure public—private partnerships (PPPs) in Australia have revealed significant governance problems. The aim of this research is to examine the technical-rational and social contractual issues of PPPs within the broad context of risk, and accordingly propose a governance framework. The research builds on international PPP literature to develop an analytical conceptualization. It uses document review and interviews to construct a case study of a Cross City Tunnel (CCT) toll-way in Sydney, which became operational in August 2005 and failed in December 2006. The research indicates that failure within this so-called PPP largely occurred within the technical-rational governance system due to unforeseen risks. This led to a breakdown in the social contract, through political risk. A governance system that enhances risk assessment and diminishes the likelihood of negative political behaviours is required. Points for practitioners To develop a more considered risk assessment process within the technical-rational environment, negotiation and contractual processes need deeper analysis to identify factors that could affect PPP success or failure. This would involve taking the potential impacts of identified technical-rational and social risk factors through to a logical conclusion for the project and the partners. Furthermore, this research confirms that a basic system of PPP governance needs to encompass behavioural rules, which could include appropriate sanctions and penalties within the contract. Breach of rules could involve mediation but improved PPP governance may be better achieved through an independent, oversight authority
Business · Conceptualization · Context (archaeology · Corporate governance · Economics · Negotiation · Political science · Process (computing · Public relations · Risk Governance · Sanctions · Finance · Law · Public Procurement and Policy · Public-Private Partnership Projects · Underground infrastructure and sustainability
Public–private partnership in Public Administration discipline
Public Private Partnerships and the Public Interest
The Collaborative Governance Elements Contributing to Implementing Public-Private Partnerships
Rethinking policy success
A Comparative Analysis of Public- Private Partnership (PPP) Coordination Agencies in India
Regulation by contract
The collaborative realization of public values and business goals
After the Ribbon Cutting
Development and Distortion of Malaysian Public‐Private Partnerships – Patronage, Privatised Profits and Pitfalls
Governing public–private partnerships
La dynamique des relations dans les partenariats public-privé
Sustaining Public–Private Partnerships for Public Service Provision Through Democratically Accountable Practices
Managing Infrastructure Projects in Australia
Autonomy versus control in procurement and contracting
A Typology of Shared Service Provision in Australian Local Government
Rhetoric and Reality of Public–Private Partnerships
Economic SCADs
Neoliberal Experiments with Urban Infrastructure
A Simple Mediation Model for Public-Private Partnership Implementation in Developing Countries
The Rhetoric and Reality of Public-Private Partnerships
The risky business of public–private partnerships
Partnership Arrangements
The Dynamics of Multi‐organizational Partnerships
Public–Private Partnerships
Public–Private Partnership in France
Partnerships Between International Donors and Non-Governmental Development Organizations
Public–Private Partnerships in Switzerland
Governance Based on Partnership with NGOs
The Challenging Business of Long‐Term Public–Private Partnerships
| Citations per year | 1.19 |
|---|---|
| Citation span | 2010 - 2023 (14) |
| Highly cited | No |