Dynamic framework transfer model for public–private partnerships

Abstract

Purpose Public–private partnerships (PPPs) have emerged in developing countries, such as China, as a ubiquitous means by which government procures needed infrastructure. In this regard, they have been much studied. However, due to their long concession period, running into decades, few have run their full course into the transfer phase (TP) in which the PPP concession reverts from the private entity back to the public. In China, this is about to change as many PPPs approach their TP. Hence, the purpose of this paper is to comprehensively investigate the TP of PPPs in China. Design/methodology/approach A three-part methodology was undertaken to achieve the research purpose. Extensive literature review was first conducted to analyze the status quo of the transfer management regime in China, followed by the identification of critical challenges and the exploration of solutions via studying the TP of the Chengdu No. 6 Water Plant B Project – the first PPP in China’s water sector to reach the TP. Research procedures and outcomes were hierarchically visualized by using Integration DEFinition language 0 (IDEF0) method. Findings The current transfer management regime of PPPs in China’s water sector is deficient in many aspects. Based on the insight into the practice, a generic transfer process model with hierarchical structure process and sub-processes serving as a dynamic framework transfer model with self-evolving nature is developed to facilitate the successful transfer of the PPP utility. Originality/value To the authors’ best knowledge, this is the first attempt to systematically probe the TP of PPPs. Hopefully, the findings of this paper are to instruct government and PPP practitioners alike on mechanisms for smoothing the TP of further PPP projects ending their concession period.

The Optimization of Personnel Localization Management on international construction projects: cases study from China enterprises

“…In addition, CCE does not have the public relations resources accumulated in the domestic market after entering the host country, so they must face a complex public relations environment. For the government and people of the host country, CCE is a new group, they are skeptical and even hostile to the ability of Chinese enterprises (Enno and Frank, 1994;Bao et al, 2019). Therefore, from the perspective of the general environment, the Chinese government needs to bear huge public relations pressure and various political risks like war and infectious disease (Deng and Low, 2014).…”

“…Due to the severe shortage of local skilled workers and senior management talents, most of the personnel have not received professional vocational education and training (Zhu, 2010;Liang and Wu, 2018). Thirdly, CCE is a new group for the government and people of the host country, they are skeptical and even hostile to the CCE's capabilities (Li et al, 2012;Bao et al, 2019). The host country's politics, economy, culture, and other social aspects have noticeable differences from China (Li and Tallma, 2011;Zhang, 2021).…”

“…In addition, governments at all levels and organizations in the host country will also bring a lot of trouble to CCE in the ECAM 30,8 process of project construction due to these differences (Zhang, 2018). Finally, since CCE has just arrived, they are not familiar with the laws and regulations of the host country in terms of labor recruitment, salary levels and standards, and termination of labor contracts (Bao et al, 2019;Hilali et al, 2019). Local relations are complicated, and management work is restricted (Murillo et al, 2019).…”

“…Thirdly, CCE is a new group for the government and people of the host country, they are skeptical and even hostile to the CCE's capabilities (Li et al. , 2012; Bao et al. , 2019).…”

Measuring performance of government-supported drug warehouses using DEA to improve quality of drug distribution

“…DEA is the most prevalent and popular quantitative approach for performance measurement because of accuracy (Shirouyehzad et al , 2017 and Ho et al , 2010). In last few years, numerous studies have evaluated the performance and efficiency of various organization by using DEA approach such as insurance companies (Jaloudi, 2019), port (Saragiotis, 2019), educational institutional and universities (Tho, 2019), banking industry (Adeabah et al , 2019), motorcycle assembly company (Restrepo and Villegas, 2019), wine firms (Bashiri Behmiri et al , 2019), gas company and petrochemicals (Kaviani et al , 2019), energy (Jalali Sepehr et al , 2019), retail services (Cruz et al , 2019), PPP model (Bao et al , 2019), leather industry (Gupta et al , 2019), hotels (Rahman et al , 2019), iron and steel industry (Haider and Mishra, 2019), construction sectors (Gao et al , 2019), airport (Keskin and Köksal, 2019), dairy (Mareth et al , 2019), health care, hospital and pharmaceutical Mahajan et al , 2014) and so on. Each study differs in its scope, decision-making units (DMUs) and variables.…”