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100			_aYu Wang, Kwak, Young Hoon and Cui, Qingbin _953338
245			_aThe power(lessness) of flexibility in public–private partnerships: Two capital projects from the national capital region
260			_aProject Management Journal
300			_a55(6), Dec, 2024: p.650-667
520			_aThis article draws on the new stakeholder theory to examine the role of flexibility in the decision process within capital-intensive public–private partnerships (PPPs). It highlights that successful PPPs rely on the project sponsor’s ability to effectively utilize market stakeholders’ critical resources (i.e., information and expertise) to maximize economic value creation, and to gain nonmarket stakeholders’ critical resources (i.e., support) through equitable social value identification and distribution. Drawing on two case studies in the national capital region of the United States, this article proposes a theoretical view to understand flexibility and stakeholder management for capital-intensive PPPs.- Reproduced https://journals.sagepub.com/doi/full/10.1177/87569728241241301
650			_aFlexibility, New stakeholder theory, Stakeholder management, Project procurement, Public-private partnership, Capital-intensive project, Megaproject, Case study. _953339
773			_aProject Management Journal
942			_cAR