2018
DOI: 10.1061/(asce)me.1943-5479.0000651
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Managing a Portfolio of Public–Private Partnerships: Concessionaire Perspective

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Cited by 11 publications
(10 citation statements)
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“…Theoretical studies [6][7][8][9] proposed a mathematical model based on agency theory in order to analyze road infrastructure management systems. A given model uses the quality indicators of the road condition to establish payment to the contractor.…”
Section: Literature Review and Problem Statementmentioning
confidence: 99%
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“…Theoretical studies [6][7][8][9] proposed a mathematical model based on agency theory in order to analyze road infrastructure management systems. A given model uses the quality indicators of the road condition to establish payment to the contractor.…”
Section: Literature Review and Problem Statementmentioning
confidence: 99%
“…It is also assumed that there is a relationship between the efforts of the agent and the levels of operational quality. The analysis of the optimal incentive mechanism was performed on the basis of a series of parameters characterizing the economic environment and specific conditions of road infrastructure [8]. In that model, the principal's objective function is the social welfare function, which the principal tries to maximize by selecting the parameters that determine the mechanism of remuneration of the contractor.…”
Section: Literature Review and Problem Statementmentioning
confidence: 99%
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“…They are the principal shareholders and are in charge of committing equity (i.e., typically between 5% and 30% of the contract value) and securing a proper risk management structure for lenders to be able to provide non-recourse debt (Grimsey and Lewis 2004;Sugawara and Nikaido 2014). Based on that, sponsors are at higher financial risk, as the rate of return on the equity is higher than on the debt (Carrillo de Albornoz et al 2018;Owolabi et al 2020).…”
Section: Sponsors In the Ppp Procurement Stagementioning
confidence: 99%
“…In this sense, weak SPVs may generate project difficulties that manifest themselves in poor project administration, delivery time delays, and cost overruns (Osei-Kyei and Chan 2015; Owolabi et al 2020). For such reasons, sponsors must seek partners with whom project-related risks may be mitigated (Carrillo de Albornoz et al 2018;Grimsey and Lewis 2004) and with whom they can improve their effectiveness and achieve competitive advantages (Delhi and Mahalingam 2020;Edkins and Smyth 2006;Wang and Zhang 2019). In line with that, a key challenge for sponsors interested in PPP projects is finding bidding partners with sufficient funds, reputation, and the capacity to compete in PPP markets (Burke and Demirag 2019;Guevara et al 2020b;Osei-Kyei et al 2018).…”
Section: Sponsors In the Ppp Procurement Stagementioning
confidence: 99%