Partnerships between operators and public transport authorities. Working practices in relational contracting and collaborative partnerships

Abstract

Recent research on public transport has seen increasing focus on issues like coordination, collaboration and steering in complex governance settings. One of the themes in this field of research is related to partnership approaches, as one way of stimulating functioning collaboration between formally independent private and public organisations. The aim of this paper is to explore the role and function of partnerships as a way of supporting wellfunctioning public transport networks and services in fragmented institutional settings. The empirical focus is on partnerships between operators and public (transport) authorities in two different legal settings: England and Sweden. The analysis is based on interviews with operators and public transport authorities in two metropolitan regions in each country where innovative partnership working has been developed to deal with various types of barriers to delivering better public transport. The results show the key qualities of these partnerships that are required for them to function. Although the regulatory contexts are very different, the partnership qualities are very similar in both cases.

Relational Contracting and Its Combination With the Bim Methodology in Mitigating Asymmetric Information Problems in Construction Projects

“…In recent years there have been some developments that highlight the use of the BIM methodology as a collaborative tool (Liu et al, 2017) to create an information centre for the life cycle of projects (Mihic et al, 2014), where stakeholders add information or knowledge to the model (Hrelja et al, 2018), from which all the necessary documents are then extracted of focal points, including the impact upon information and transactions costs, for example, game theory is often used to study the relationship among engineering project stakeholders and resolve conflicts (Rzepecki, 2021). The review of modern application of a game theory has shown the wide spectrum Table 1.…”

“…In other words, the IPD is a RC approach that aligns the project goals with the stakeholders' interests (Matthews & Howell, 2005). Relational contracting is relevant to the IPD methodology because changing assumptions about the stakeholders' behaviours and motivations allows envisaging and addressing many of the problems associated with public-private supply (Hrelja et al, 2018). Piroozfar et al (2019) also point out that collaboration and trust are the most important factors of the IPD methodology in the project's initial stage.…”

Risk Identification and Analysis for PPP Projects of Electric Vehicle Charging Infrastructure Based on 2-Tuple and the DEMATEL Model

“…PPP stakeholders are committed to a long-term relationship with each other, and communication is an effective way to maintain this relationship. Poor communication between the government and the social sectors hampers decision making and successful operation of PPP projects [51].…”

Réinvestir dans les réseaux ferrés d’Île-de-France pour surmonter leurs défaillances : de l’échec technique à l’impensé politique

“…Par exemple, dans le Royaume-Uni des années Thatcher, la privatisation ferroviaire s'est traduite par une telle suite d'incidents et d'accidents que les géographes n'ont eu aucun mal à relier la crise technique du système ferroviaire à sa privatisation. Cependant, notre approche s'inspire plutôt des travaux en science de la planification, au sein desquels le succès et l'échec sont toujours relatifs et constitutifs de l'action publique 3 Cette recherche convoque les notions de policy learning 4 , de policy failure 5 , et de network governance 6 . À partir d'une vingtaine d'entretiens approfondis, et après une présentation de la notion d'échec au travers de l'idée d'infrastructure critique (partie 1), nous testons la double hypothèse suivante :…”

“…La dynamique institutionnelle qui constitue l'expertise comme un enjeu de pouvoir crée ses propres contrepoids à travers la prolifération d'instances et d'outils qui mettent en scène des postures de médiation et de proximité. Pour Hrelja17 comme pour Steele et Legacy18 , la gouvernance partenariale en réseau qui émerge dans les systèmes de transports collectifs correspond à une adaptation pragmatique des acteurs face à la montée en puissance de l'expertise et à l'institutionnalisation des relations de pouvoir entre organisateurs, gestionnaires et opérateurs. Les agents mettent de l'huile dans les rouages à mesure que leurs institutions s'affrontent.…”