How to satisfactorily implement the public–private partnership (PPP) network is the most important target for infrastructure and public services policymakers. In this article, we elaborate on how project- and process-management styles can combine to deliver a satisfactory PPP. This paper uses a fuzzy-set qualitative comparative analysis to investigate the relationship between management styles and PPP network outcomes. Specifically, we examine the management tools (i.e. results orientation, control, communication and flexibility) and their joint effects on PPP network outcome. Results show that three combinations of sufficient conditions yield satisfactory PPP network outcomes consisting of project- and process-management styles.
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In all paths, was a necessary condition for a sustainable PPP network outcomes. In consideration of PPP‐performance literature, this finding was in keeping with the idea that PPP projects need communication, dialogue and negotiation between various actors (Warsen et al., 2018 ). This literature emphasises negotiation and dialogue in long‐term or short‐term contracting arrangements. Several interviewees stated that without a dialogue and negotiation, projects’ public value might be jeopardised. Government official, G1, reflected, ‘Without dialogue, performance parameters (e.g. cost, quality, and quantity) of a PPP project cannot be easily identified and verified. Without dialogue among stakeholders, conflicts could not be solved and government funds would be eroded’. This explanation was supported by G2 and G3. communication
© 2021 The Authors. Australian Journal of Public Administration published by John Wiley & Sons Australia, Ltd on behalf of Institute of Public Administration Australia.