Actors’ interaction, process management and complex decision-making in public-private partnership

Abstract

Government of Bangladesh has been encouraging Public-Private Partnership (PPP) since 1990s for engaging private investment in infrastructure development and service delivery. However, in implementing PPP policy in Bangladesh, it has been observed that performance in one PPP differs from another PPP. Considering it as policy implementation deficit, this study looks policy performance through the lens of actors’ interaction, process management and complex decision-making perspective with the following research question: How far actors’ interaction, consensus building and complex decision making in PPP policy implementation can explain policy performance? The question is answered following network management and complex decision-making theoretical approach. Qualitative research method and case study strategy with two cases is considered for this study. Semi-structured interviews were conducted with 24 key respondents. For analyzing case study data, within-case analysis and cross-case synthesis have been adopted. The findings uphold the view that at implementation phase, actors’ willingness to compromise, issue solving, resolving dispute, positive decision and positive attitude towards PPP, are vital for actors’ satisfaction. Therefore, study findings contribute to knowledge by confirming network management and complex decision making as useful in explaining PPP policy performance in Bangladesh.