A Study on the Impact of Team Interdependence on Cooperative Performance in Public–Private Partnership Projects: The Moderating Effect of Government Equity Participation

Abstract

Sustainable collaboration among teams drives sustainable public–private partnership (PPP) projects, and the interactions, perceptions, and behaviors of project teams with ad hoc decision-making power critically impact collaborative performance in PPP contexts. While the role relationships between subjective interdependence, collective behaviors, team processes, and performance in PPP project teams are yet to be clarified, further validation is needed to embed this logic in project management. This study aims to clarify the role relationships among the four variables of team interdependence, team interaction, team performance, and government participation. Through an empirical investigation of the data of 367 samples of PPP project teams and data analysis by SPSS 26.0 and Amos 23.0, it is found that team interdependence (task interdependence, result interdependence) has a significant positive effect on cooperative performance, and team interaction plays a mediating role in this process. Compared with enterprises with low government share, team interdependence with high government share has a significant positive effect on the team cooperation performance of PPP projects and has a positive moderating effect on the influence mechanism of team cooperation performance. Based on this, this paper proposes strategies for PPP project team management and sustainable development. It suggests corresponding suggestions for improving PPP project team performance and sustainable development.

Influence of Project Governance Mechanisms on the Sustainable Development of Public-Private Partnership Projects: An Empirical Study from China

“…Through direct effect testing (as shown in Figure 9), project governance shows a substantial positive correlation effect on governance performance, and governance performance is positively associated with project sustainability. In the three types of governance mechanism, the correlation of relational governance to governance performance shows the highest strength, while the correlation of contract governance and risk governance to governance performance is not as strong as that of relational governance, meaning that relationship rules play a crucial role in PPP projects mainly through improving the satisfaction of all parties related [25] (Lu et al, 2015). Notably, H1a has not been proven, meaning that the main parties in PPP projects tend to avoid potential risk that may emerge in future development.…”

“…Lu et al (2015) [24] concluded that both contract governance and relational governance can improve project governance performance based on transaction cost economics. Zhang proposed that team interdependence has a positive impact on cooperative performance in public-private partnership projects [25]. Risk governance is an important institutional arrangement to effectively resolve project conflicts and improve project performance [26].…”

Research on the Influences of Task Interdependence on Team Performance in the Context of the Leader–Member Exchange Differentiation in the Public–Private Partnership Projects

“…This credibility will fuel an escalation of commitment and cooperation in the following action phase, and thus improve performance. When tasks are interdependent, team members should interact closely with each other to accomplish the job, which provides them with more opportunities to demonstrate positive behaviors [28]. Thus, when tasks are inherently interdependent, team members are more motivated to reciprocate the benefits they receive from other members and put more effort into task performance.…”