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The paper aims to integrate relevant “people” into public-private partnerships (PPP) to establish a public–private–people partnership (4P) approach that targets more sustainable and better value for money post-disaster infrastructure projects. This recognises “people” as major stakeholders apart from the public and private sectors. This paper also draws on a parallel study of relationship management (RM) to counteract problems arising from multiple participants and to synergise the public, private and “people” groupings.

Semi-structured interviews, questionnaire surveys, a case study and a validation exercise through a focus group meeting were adopted to obtain empirical data and develop the 4P framework. Triangulation research strategy combining literature review, interviews and questionnaire survey were adopted in the parallel study of RM.

It is concluded that 4P has great potential to achieve the targets of enhanced sustainability and value of money in post-disaster scenarios. In addition, “people” can provide the “missing link” in traditional PPP to further cement the partnership and achieve effective and integrated partnership between multiple participants.

This paper adds a new dimension to PPP in proposing the integration of “people” into PPP to address prevalent gaps in identifying overall sustainable value. It also develops a practical 4P framework to guide practitioners who may wish to test it, to whatever extent possible. In parallel, it provides a methodological and theoretical foundation for such public, private and people partnerships in post-disaster infrastructure development.

This review highlights the need for a tourism industry turnaround combining changes in its governance and in its social success metric.

Although debate was ongoing before the pandemic with the sustainability approach as the main reference, the crisis caused by the SARS-CoV-2 has multiplied and amplified the voices calling for change in order to counteract the inertia of a return to the pre-pandemic “business as usual” scenario.

This review led to a proposal that combines a tourism governance framework and its principles, with a conceptualisation of social success and guidelines for building a metric for its measurement.

This resides mainly in a transition from a public–private partnerships (3Ps) model to a new scheme of public–private–people partnership (4Ps). The P for “people” represents the need for an alliance with society to contribute to the recovery and transformation that the tourism industry is currently experiencing. In this process, local communities should be empowered to play an active role in it. In the proposal elaborated, host communities are the focus of its conceptual architecture. To-date, analysis of the application of the 4Ps model to tourism is almost unexplored, despite the significant practical implications of a power re-balancing in decisions related to tourism planning and development. In addition, a social success-driven metric supported at the institutional level will contribute to redefining priorities in tourism destinations'/companies' strategies.

According to the growing role of stakeholders in the implementation of public-private partnership (PPP) initiatives, the purpose of this study is to diagnose the maturity of PPPs in Poland, taking into account the range of stakeholders’ participation in public-private initiatives.

The introductory study on the stakeholders of PPPs has been based on the report analysis of Polish initiatives and the case studies’ comparative analysis. The cases represent touristic projects realized within PPPs.

The results of the study indicate that the PPPs’ personal context, though recognized internationally, is to a very low extent present in the Polish case. As the PPP market is still in the process of development, the stakeholders’ issue should be taken into consideration in the processes of the PPP development in Poland.

As regional development is continuously a key issue, especially in rural areas context, the PPP initiatives are of great importance, and therefore the discussion of pros and cons in this context may contribute to the legislation at the regional level.

The study sheds some light and gives some interesting perspectives on the issue of the personal context of PPPs and social capital. Also, the text describes the path of developing PPPs in Poland and especially the touristic projects. The research part presents the original case study comparative analysis based on table-oriented form and as such enables the new way of contextual analysis.

This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders.

Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research.

Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders.

External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.

Most megaprojects focus on overcoming current infrastructure capacity problems or opening up new business opportunities, while a few may be inspired by iconic-symbolic or socio-political drivers. Also, many megaprojects may be seen to focus on benefitting proximate stakeholders in the short-medium term. A case is made here, for aligning the immediate expectations from a megaproject with a parallel focus on the best overall value for all, including long-term stakeholders, thereby also targeting more meaningful and sustainable contributions to the built environment. The paper aims to discuss these issues.

This paper draws together and synergises relevant findings from two completed PhD projects and another research project in Hong Kong. Additionally, a focused literature survey and a case study, also contribute to the development of the proposed concepts and strategies. This is therefore a hybrid between a “review” paper and a “conceptual” paper where a suite of significant improvements to current practice are conceptualised and proposed, based on logical integration of relevant findings from the above three research projects, literature review and case study.

Inadequate stakeholder engagement has led to many process disruptions and adverse outcomes in recent megaprojects. A structured approach focusing throughout on common overall value from the outset is proposed to achieve better and more sustainable megaproject outcomes. Specific recommendations include: aligning megaproject stakeholder objectives with regional or even national needs and targeting co-creation of common value through early stakeholder involvement in planning and design of built infrastructure megaprojects.

The increasing number, scale and complexity of megaprojects has amplified their impact on the built environment and its sustainability, hence the imperative to incorporate sustainability considerations, so as to formulate and manage megaprojects better. The proposed approaches in this paper can help revamp megaproject strategies towards such sustainable outcomes.

This paper aims to improve the knowledge of the way business relationships end by using a triadic analysis. Triadic analysis is used as a tool, permitting the examination of a dyadic business relationship in relation to a third actor(s). The triadic approach has been chosen for two reasons: first, because a triad is the smallest possible network and so offers a network perspective on the phenomenon. Second, the triadic approach exposes the process of forming internal and external coalitions, which affects the course of events and, thus, offers a different perspective from the traditional dyadic one on the dissolution of business relationships.

As adopting a triadic perspective on the ending of business relationships and the field of research are relatively new, data gathering and empirical findings play an important role in producing understanding of the phenomenon. This qualitative research uses the abductive approach, in which empirical findings are systematically combined with the theoretical literature related to the topic. The research also draws from the theoretical literature of ending dyadic business relationships and uses a body of literature from the field of sociology where triadic analysis has long been used.

As the result, this paper presents a model describing the end of a triadic business relationship and details the characteristics that derive from a triadic perspective. The study answers questions on what kind of process takes place when a triadic business relationship is ending; what kinds of sub-processes can be identified; and also adds information on what kinds of coalitions companies may form during the ending process of a triadic business relationship. The findings suggest that triadic analysis is an appropriate tool when studying a dyadic business relationship in relation to third actors.

The research offers a new insight into the phenomenon of ending business relationships by using a triadic perspective.

Undoubtedly, coronavirus (COVID-19) pandemic has released unprecedented disruptions and health crisis on people and activities everywhere. The impacts extend to public–private partnership (PPP) arrangements in the construction industry. Concomitantly, PPP pacts are contributing to combat the pandemic. However, literature on the PPP concept in the COVID-19 era remain under-researched. This study aims to review the current literature on PPPs in the COVID-19 pandemic and present the key themes, research gaps and future research directions.

In this study, 29 highly relevant literature were sourced from Web of Science, Scopus and PubMed search engines within the systematic literature review (SLR) methodology. With the aid of qualitative content analysis, the 29 articles were critically analysed leading to the extraction of hot research themes on PPPs in the coronavirus pandemic.

The results of the SLR produced eight themes such as major changes in PPP contracts, development of the COVID-19 vaccines, economic recession, facemasks and testing kits, governance and sustainability of PPPs. In addition, the study reveals seven research gaps that need further investigations among the scientific research community on mental health and post-pandemic recovery plans.

The articles selected for this review were limited to only peer-reviewed journal papers written in English excluding conference papers. This restriction may have taken out some relevant literature but they had insignificant impact on the overall outcome of this research.

To improve the understanding of practitioners in the construction industry on key issues on PPPs in the COVID-19 pandemic, the study provides them a checklist of relevant themes.

As a novel literature review relating PPPs to the coronavirus, it sets the foundation for further research and contributes to practical measures to control the virus.

The world we are living today is faced with social challenges that call for radical innovation. The rapid pace of technological developments played a key role in delivering social developments in a cautious manner that will ensure a promising future for social capital. Social innovation is a phenomenon that is put forward to urge countries to find solution to address the recurring problems of social inequalities that were not able to be eliminated by the existing rules and policies. It involves understanding the complexity of the society ecosystem and task calls for a partnership and networks between the nonprofit, public, and private sectors. This chapter explains how Malaysia utilizes public–private partnership to promote social innovations in the country. Through the 11th Malaysia Plan, Malaysia envisages to put forward the well-being and development of the people through social innovation to balance between the social and economic development. In order to fulfill this aim, Malaysia has implemented various programs and policies through the social innovation ecosystem that has been formed. The ecosystem is comprised of four initiatives, which includes microfinancing; social entrepreneurship; public service delivery; and grassroots innovation of science and technology. These initiatives will be collaboratively developed using the concept of 4P, which is the public, private, people, and professionals. Each of this initiative is discussed thoroughly in this chapter alongside with the programs and policies that have been carried out since then. Additionally, the chapter also includes the discussion on the issues and challenges that could be seen and presumed to be the hindrance to the success of the social innovation development.

The purpose of this paper is to examine the identification and engagement of future inhabitants in planning processes for residential developments using a new “4Ps” participation method, where the 4Ps denote public, private and people are in partnership. This form of participation gives new information, related to consumers' residential choice, unlike those environments produced by using other participation methods.

The empirical study is based on innovation theory where end‐users are primary stakeholders in the innovation process, and even innovators themselves. A case study of a new participation method based on a two‐phase internet questionnaire is used to research practical solutions in integrating end‐users into urban planning process.

This paper demonstrates that the widely used theory of communicative action in planning and its aim of increasing citizens' activity in planning and development processes can be developed to the stage that it also includes future inhabitants as stakeholders. Thus urban planning processes become innovative and customer‐oriented through their openness, end‐user orientation and interpretative nature.

The case study findings indicate that the new participation method described here gives flexibility and benefits to all stakeholders and is a method to create consumer‐desirable neighbourhoods. Engaging future inhabitants in planning processes opens previously unseen potential for including consumerist possibilities for cities and developers. This paper illustrates that this new 4Ps participation method makes comprehensive participatory planning and development possible through giving an opportunity to include consumers' opinions and needs into an alternative to traditional communicative planning.