Value Co-creation for Public–Private Partnership (PPP) Projects in China: A Holistic Framework from Antecedents to Outcomes of Interaction

Liu, Juanwen

Value Co-creation for Public–Private Partnership (PPP) Projects in China: A Holistic Framework from Antecedents to Outcomes of Interaction

Liu, Juanwen

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Publication Type:: Thesis
Issue Date:: 2024

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Field	Value	Language
dc.contributor.author	Liu, Juanwen
dc.date.accessioned	2024-06-18T23:07:33Z
dc.date.available	2024-06-18T23:07:33Z
dc.date.issued	2024
dc.identifier.uri	http://hdl.handle.net/10453/179556
dc.description	University of Technology Sydney. Faculty of Design, Architecture and Building.	en_US.UTF-8
dc.description.abstract	Public-Private Partnerships (PPPs) have gained worldwide popularity as they are able to leverage private sector expertise and resources to efficiently deliver innovative infrastructure projects, accelerate development, share risks, improve service quality, and stimulate economic growth while addressing government budget constraints. However, concerns persist regarding transparency, accountability, and potential profit-driven compromises in essential services. Addressing these challenges requires innovative approaches, and the concept of value co-creation (VCC) emerges as a promising avenue for achieving sustainable solutions. By focusing on collaborative efforts to generate long-term value outcomes, VCC offers a framework to navigate the complexities of PPPs and promote the alignment of interests among stakeholders. This thesis explores the integration of VCC principles into the PPP model, investigating the components of PPP project value, exploring impactful VCC practices to enhance project value, and analysing contextual factors that may shape the VCC process in PPP projects. In pursuit of this objective, a multiple case study methodology was employed, with an analysis of five PPP projects in China in three industries. The findings present a conceptual framework derived from this research, delineating the intricate process of VCC within PPP projects and elucidating the associated value outcomes and the contextual factors influencing them. The study identifies seven mid-term value outcomes (risk mitigation, effective procedure, innovative solution, competence enhancement, trust improvement, solidarity, and sense of belonging) and eight long-term value outcomes (financial feasibility, lifecycle investment saving, profit, scale economy, environmental value, people welfare, reputation, and regional value) that encapsulate the inherently subjective and dynamic nature of project value. Two core practices, resource management and relationship management, are instrumental in illustrating collaborative processes within PPP projects. Resource management practices encompass dialogue, development, and deployment approaches, while relationship management practices include goal alignment, partnership commitment, and collective leadership approaches. It is also highlighted how institutional motivators and organizational enablers shape the VCC process in PPP projects. In conclusion, this research contributes to the theoretical understanding of value co-creation in PPPs by elucidating VCC processes, identifying key value outcomes, and examining contextual factors. For practical implications, it offers a robust framework for enhancing stakeholder collaboration throughout the PPP project lifecycle. This framework empowers project practitioners with guiding principles to promote the alignment of public and private interests, ultimately fostering sustainable project value outcomes.	en_US.UTF-8
dc.format	Thesis (PhD)
dc.language.iso	en_US	en_US.UTF-8
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/179556/1/thesis.pdf
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	© 2024 Juanwen Liu
dc.rights	au.edu.uts.lib/cph
dc.title	Value Co-creation for Public–Private Partnership (PPP) Projects in China: A Holistic Framework from Antecedents to Outcomes of Interaction	en_US.UTF-8
dc.type	Thesis
utslib.copyright.status	open_access	*

Abstract:

Public-Private Partnerships (PPPs) have gained worldwide popularity as they are able to leverage private sector expertise and resources to efficiently deliver innovative infrastructure projects, accelerate development, share risks, improve service quality, and stimulate economic growth while addressing government budget constraints. However, concerns persist regarding transparency, accountability, and potential profit-driven compromises in essential services. Addressing these challenges requires innovative approaches, and the concept of value co-creation (VCC) emerges as a promising avenue for achieving sustainable solutions. By focusing on collaborative efforts to generate long-term value outcomes, VCC offers a framework to navigate the complexities of PPPs and promote the alignment of interests among stakeholders. This thesis explores the integration of VCC principles into the PPP model, investigating the components of PPP project value, exploring impactful VCC practices to enhance project value, and analysing contextual factors that may shape the VCC process in PPP projects. In pursuit of this objective, a multiple case study methodology was employed, with an analysis of five PPP projects in China in three industries. The findings present a conceptual framework derived from this research, delineating the intricate process of VCC within PPP projects and elucidating the associated value outcomes and the contextual factors influencing them. The study identifies seven mid-term value outcomes (risk mitigation, effective procedure, innovative solution, competence enhancement, trust improvement, solidarity, and sense of belonging) and eight long-term value outcomes (financial feasibility, lifecycle investment saving, profit, scale economy, environmental value, people welfare, reputation, and regional value) that encapsulate the inherently subjective and dynamic nature of project value. Two core practices, resource management and relationship management, are instrumental in illustrating collaborative processes within PPP projects. Resource management practices encompass dialogue, development, and deployment approaches, while relationship management practices include goal alignment, partnership commitment, and collective leadership approaches. It is also highlighted how institutional motivators and organizational enablers shape the VCC process in PPP projects. In conclusion, this research contributes to the theoretical understanding of value co-creation in PPPs by elucidating VCC processes, identifying key value outcomes, and examining contextual factors. For practical implications, it offers a robust framework for enhancing stakeholder collaboration throughout the PPP project lifecycle. This framework empowers project practitioners with guiding principles to promote the alignment of public and private interests, ultimately fostering sustainable project value outcomes.

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