Public–private partnerships (PPPs) are often regarded as the solution for time and budget overruns in large infrastructural projects, but not all are successful. This raises the question of what really makes PPPs work. Focusing on the role of relational aspects, this article examines the degree to which trust and managerial activities correlate to the perceived performance and cooperation process in PPP projects. A multilevel analysis of survey data from 144 respondents involved in Dutch PPP projects shows that both trust and management correlate significantly to the perceived performance of these projects. Moreover, trust is associated with a good cooperation process.

Additional Metadata
Keywords collaborative governance, management, PPP, Public–private partnerships, trust
Persistent URL dx.doi.org/10.1080/14719037.2018.1428415, hdl.handle.net/1765/104555
Journal Public Management Review: an international journal of research and theory
Citation
Warsen, R, Nederhand, M.J, Klijn, E-H, Grotenbreg, S, & Koppenjan, J.F.M. (2018). What makes public-private partnerships work? Survey research into the outcomes and the quality of cooperation in PPPs. Public Management Review: an international journal of research and theory, 1–21. doi:10.1080/14719037.2018.1428415