P ublic Private Partnerships (PPPs) have emerged as one of the major approaches for delivering infrastructure projects in recent years. If properly formulated and managed, a PPP can provide a number of benefits to the public sector such as: alleviating the financial bur-den on the public sector due to rising infrastructure development costs; allowing risks to be transferred from the public to the private sector; and increasing the "value for money" spent for infrastructure services by providing more efficient, lower cost, and reliable services. 1 However, the experience of the public sector with PPPs has not always been positive. Many PPP projects are either held up or terminated due to: wide gaps between public and private sector expectations; lack of clear government objectives and commitment; complex decision making; poorly defined sector policies; inadequate legal/regulatory frameworks; poor risk management; low credibility of government policies; inadequate domestic capital markets; lack of mechanisms to attract long-term finance from private sources at affordable rates; poor transparency; and lack of competition. 2 Despite numerous negative experiences, 3 many governments (e.g., the UK and Australia) continue to view PPPs as one of the key strategies for deliver-ing public services and infrastructure. Therefore, understanding and enhancing knowledge of PPPs continue to be a matter of significance and importance. Dur-ing the past decades, researchers have conducted studies that cover a wide range of topics, such as how to select an appropriate concessionaire, what are the criti-cal factors for the success or failure of PPP projects, what roles the government should play in PPP projects, and more.