Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/7153
Title: A review of studies on Public–Private Partnership projects in the construction industry
Authors: Tang, L
Shen, GQP 
Cheng, EWL
Keywords: Public–Private Partnerships (PPP)
Review
Partnering
Partnership
Construction management
Issue Date: Oct-2010
Publisher: Pergamon Press
Source: International journal of project management, Oct. 2010, v. 28, no. 7, p. 683–694 How to cite?
Journal: International journal of project management 
Abstract: Public–Private Partnership (PPP) in construction is gaining in popularity. Although papers published in major journals have documented real cases of PPP projects, there appears to be a lack of systematically summarizing what they have already provided. Consequently, this paper reviewed PPP studies published in the six top journals in the construction field. The objectives are to compare and contrast the findings of the studies so as to provide insights for directing further PPP research and improving the existing practices of PPP projects. To achieve the review objectives, studies were first classified as either empirical or non-empirical. Empirical studies were further grouped under three themes: risks, relationships, and financing. Non-empirical studies were grouped under five themes: financing, project success factors, risks, and concession period. Suggestions for further research are risks, financing, contractual agreements, development of PPP models, concession periods, and strategies in choosing the right type of PPP.
URI: http://hdl.handle.net/10397/7153
ISSN: 0263-7863
EISSN: 1873-4634
DOI: 10.1016/j.ijproman.2009.11.009
Rights: © 2009 Elsevier Ltd and IPMA. All rights reserved.
NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, vol. 28, no. 7 (Oct 2010), DOI: 10.1016/j.ijproman.2009.11.009.
Appears in Collections:Journal/Magazine Article

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