The Formation of Public‐Private Partnerships: Lessons from Nine Transport Infrastructure Projects in The Netherlands

By J. Koppenjan. 2005

348 citations recorded by the source corpus.

Subfields: Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2bd0a386f8d734d01d8206204dbb52ea88093a10

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Public Administration

1. J. Roehrich
2. M. Lewis
3. J. Koppenjan
4. Wouter Van Dooren
5. Tom Willems
6. E. Klijn
7. Peter E. D. Love
8. Peter R. Davis

In Strategy and Management

1. J. Roehrich
2. M. Lewis
3. J. Koppenjan
4. E. Klijn
5. Wouter Van Dooren
6. Tom Willems
7. Qiming Li
8. Jingfeng Yuan

Citations in the corpus

• Lost in diffusion? How collaborative arrangements lead to an accountability paradox (2011, background): “Usually, two types of PPP are distinguished (Koppenjan, 2005; S. Osborne, 2000).”
• Contracts, relationships and integration: towards a model of the procurement of complex performance (2009, positive): “…given that a contract is often presented as a manifestation of power that can promote conflict (Gaski 1984) and defensive behaviour (Zand, 1972), Koppenjan (2005) argued that early ‘interaction’ helps develop common understanding and mutual trust and thus positively impacts contract negotiation…”
• The impact of contract characteristics on the performance of public–private partnerships (PPPs) (2016, background): “The literature does not provide any clues about the relationship between sanctions and innovation (Pollitt, 2002; Koppenjan, 2005).”
• Conceptual Framework for the Performance Measurement of Public-Private Partnerships (2015, background): “Effective and competitive processes are critical success factors for PPP projects (Jefferies et al. 2002; Koppenjan 2005).”
• Selection of performance objectives and key performance indicators in public–private partnership projects to achieve value for money (2009, background): “The critical failure factors of PPPs pointed out by Koppenjan ( 2005 ) are the lack of interaction or insufficient embedding in the broader decision‐making context, ineffective process management, and the multi‐faceted and capricious nature of the public sector.”
• The dynamics of contractual and relational governance: Evidence from long-term public–private procurement arrangements (2008, background): “Koppenjan (2005) for example, argues that early interaction may help to develop common understanding and mutual trust and thus positively impact on contract negotiation.”
• Life Cycle Critical Success Factors for Public-Private Partnership Infrastructure Projects (2015, background): “In PPPs, ineffective process management can contribute to project failure (Koppenjan 2005).”