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Chang, C-Y (2013) When might a project company break up? The perspective of risk-bearing capacity. Construction Management and Economics, 31(12), 1186-98.
- Type: Journal Article
- Keywords:
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446193.2013.868015
- Abstract:
Public-private partnerships (PPPs) have developed into a mainstream alternative procurement solution for the provision of public services. The aim is to explore a crucial but hitherto ignored issue in the study of PPPs: at what point a project company might break up. The project company's two-stage break-up in the National Physical Laboratory PFI project inspired this research in which a formal model is developed to demonstrate that contract break-up decisions can be plausibly explained through quasi-rent changes. This finding brings to the foreground the importance of taking into account risk-bearing capability in the design of project governance. How to achieve a level of risk-bearing capacity through the optimal use of financial, organizational and contractual means is a research area worthy of future exploration.
Walter, L and Styhre, A (2013) The role of organizational objects in construction projects: the case of the collapse and restoration of the Tjörn Bridge. Construction Management and Economics, 31(12), 1172-85.
Zhao, X, Hwang, B-G and Low, S P (2013) Critical success factors for enterprise risk management in Chinese construction companies. Construction Management and Economics, 31(12), 1199-214.