Collaborative Governance in Public–Private Partnerships (PPPs): Focal Collaborative Elements and Outcomes for Internal Transparency

Public administration research provides structured explanations of collaborative governance. PPP scholarship, however, has largely emphasized macro governance frameworks, leaving micro-level collaborative drivers between internal partners underexplored. Additionally, internal transparency has seldom received attention as a governance outcome of collaboration. Building upon collaborative governance theories, this study conceptualizes collaboration in PPPs through four focal collaborative elements (FCEs): organizational capacity asymmetries, commitment to process, effective communication, and trust building. A survey instrument was used to collect experts’ opinions regarding the impact of PPP-specific characteristics, as practical mechanisms, on collaboration. The results show strong endorsement of mechanisms related to post-procurement capacity asymmetries, role/authority shifts, contractual complexity, and lifecycle discontinuities (staff changes and phase transitions). Such PPP characteristics undermine communication and information continuity. Trust building appeared to have an ambivalent role shaped by long-term incentives alongside goal drift and contractual rigidity. This study identifies the most salient mechanisms framing collaborative elements in PPP and translates them into governance implications for sustained collaboration and strengthened internal transparency across PPPs’ lifecycle. Limitations and future avenues for research based upon these findings are presented.