Political Influences of Stakeholders on Early Termination of Public-Private Partnerships: A Study on China’s Toll Road Projects

IF 2.2 3区管理学 Q2 PUBLIC ADMINISTRATION

Public Performance & Management Review Pub Date : 2023-05-05 DOI:10.1080/15309576.2023.2204081

Min Tang, Y. Wang, Yuan Yang

引用次数: 2

Abstract

Abstract As a policy innovation for public goods delivery, public-private partnership (PPP) faces great risks in developing countries, and many projects have been terminated before the contract expiry date. This study explores how key stakeholders of the government that is responsible for PPP development, including the upper-tier government, the public, and business partner, can exert political influences through institutional ways over the fate of PPP projects. It argues that political pressures from the upper-tier government and the public, together with political relationship between the government and its business partner, determine whether the government would terminate its PPPs ahead of schedule. Empirically, this study investigates toll road PPP experiences in China. A qualitative comparative analysis (QCA) of 57 toll projects suggests the complexity of causal effect of political factors. In total, the factors of political pressures and political relationship form three pathways to PPP early termination.

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利益相关者对公私伙伴关系早期终止的政治影响——基于中国收费公路项目的研究

作为一种公共产品交付的政策创新，PPP在发展中国家面临着巨大的风险，许多项目在合同到期前就被终止了。本研究探讨了负责PPP发展的政府主要利益相关者，包括上层政府、公众和商业伙伴，如何通过制度方式对PPP项目的命运施加政治影响。它认为，来自上层政府和公众的政治压力，以及政府与商业伙伴之间的政治关系，决定了政府是否会提前终止ppp。在实证方面，本研究考察了中国收费公路PPP的经验。对57个收费项目的定性比较分析表明，政治因素的因果效应是复杂的。总的来说，政治压力和政治关系因素构成了PPP提前终止的三条路径。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Public Performance & Management Review PUBLIC ADMINISTRATION-

CiteScore

5.50

自引率

16.10%

发文量

期刊介绍： Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.