Accessibility navigation

Public–private partnerships in Russia: dynamics contributing to an emerging policy paradigm

Mouraviev, N. and Kakabadse, N. K. (2014) Public–private partnerships in Russia: dynamics contributing to an emerging policy paradigm. Policy Studies, 35 (1). pp. 79-96. ISSN 1470-1006

Full text not archived in this repository.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1080/01442872.2013.875140


Public–private partnerships (PPPs) are new in Russia and represent project implementation in progress. The government is actively pursuing PPP deployment in sectors such as transportation and urban infrastructure, and at all levels including federal, regional and especially local. Despite the lack of pertinent laws and regulations, the PPP public policy quickly transforms into a policy paradigm that provides simplified concepts and solutions and intensifies partnership development. The article delineates an emerging model of Russia’s PPP policy paradigm, whose structure includes the shared understanding of the need for long-term collaboration between the public sector and business, a changing set of government responsibilities that imply an increasing private provision of public services, and new institutional capacities. This article critically appraises the principal dynamics that contribute to an emerging PPP policy paradigm, namely the broad government treatment of the meaning of a partnership and of a contractual PPP; a liberal PPP approval process that lacks clear guidelines and consistency across regions; excessive emphasis on positive PPP externalities and neglect of drawbacks; and unjustifiably extensive government financial support to PPPs. Whilst a paradigm appears to be useful specifically for the policy purpose of PPP expansion, it may also mask inefficiencies such as higher prices of public services and greater government risks.

Item Type:Article
Divisions:Henley Business School > Marketing and Reputation
ID Code:47515
Publisher:Taylor & Francis

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation