Conflict Management in Public-Private Partnership Projects

Robert Osei-Kyei (r.osei-kyei@westernsydney.edu.au) and Albert P. C. Chan (albert.chan@polyu.edu.hk)
Additional contact information
Robert Osei-Kyei: Western Sydney University
Albert P. C. Chan: The Hong Kong Polytechnic University

Chapter Chapter 8 in International Best Practices of Public-Private Partnership, 2021, pp 127-144 from Springer

Abstract: Abstract Conflict is certainly inevitable in public-private partnership (PPP) due to the long-term agreement and multiplicity of stakeholders with varying beliefs and interests. However, the thorough understanding of how conflict could be managed among project parties and stakeholders can help minimize the occurrence of it in PPP project arrangement. This will thereby reduce the negative repercussions of conflict occurrence in PPP arrangements. Considering these, this chapter discusses comprehensively on the management of conflict in PPP by focusing on its root causes, resolution mechanisms and prevention strategies.

Keywords: Conflict management; Conflict prevention; Stakeholders; Conflict resolution methods; China; Ghana (search for similar items in EconPapers)
Date: 2021
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-33-6268-0_8

Ordering information: This item can be ordered from
http://www.springer.com/9789813362680

DOI: 10.1007/978-981-33-6268-0_8

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla (sonal.shukla@springer.com) and Springer Nature Abstracting and Indexing (indexing@springernature.com).