Managing beyond the contract: Communicating and connecting to build sustainable collaborative relationships in international public-private partnerships

Partnerships between the public and private sectors are increasingly becoming the default approach for economic and infrastructure development worldwide. Such partnerships enable the partners to compensate for gaps in knowledge and capacity. However, the literature suggests that many public-private partnerships (PPP) fail to achieve their intended goals, arguing that managers may not possess the skill sets necessary to navigate the multiplicity of relationships involved. Using the theories of interpersonal-intercultural communication, social capital, relational signaling, and social networking, this dissertation investigated how PPP actors build sustainable and trusting collaborative relationships that facilitate mutual benefits and partner satisfaction. It examined the influence of interpersonal-intercultural communication, rapport, and social interactions on relationship development and maintenance leading to project success. An evidence-based research approach was undertaken, involving a systematic literature review and thematic synthesis of available empirical evidence. The findings suggested that the inherent conflicts between PPP actors, which can create project delays and failures, were reduced when all stakeholders were connected through effective communication and social interaction, based on a collaborative rather than contractual approach. Moreover, the study concluded that most PPP managers lacked "soft" relationship-building skills. This dissertation presents conclusions concerning the communication and other relationship challenges that PPP managers face and approaches to overcome them.