ABSTRACT
This chapter makes a strong case for prioritising relationship management in PPPs and builds upon the discussion in Chapter 8, which focused on adding value through relationships, and also Chapter 9, which identified several innovative examples of relationship management in a PPP case study. The perennial quest for improvements in the procurement and provision of public infrastructure and services has traversed many partnership and collaborative models and modalities. This chapter draws together two streams of research, the first being on Relationally Integrated Value Networks (RIVANS), which proposes deeper ‘integration’ and hence super-charged teamworking, through a focus on clearly identified and hence well-defined common ‘best value’ objectives of the whole network of stakeholders (Kumaraswamy et al., 2003; CICID, 2008) in built infrastructure projects in general. The second stream of research drawn upon here is that on the imperative for improved relationships and teamworking in Public-Private Partnership (PPP) projects given their greater complexities, many stakeholders and uncertainties, as well as longer timelines (Kumaraswamy et al., 2007; Zou and Kumaraswamy, 2009).
