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Public Private Partnerships (PPP) have emerged as one of the major approaches for delivering infrastructure projects effectively. This article develops a PPP framework for infrastructure development. It discusses examples of worldwide applications, as well as benefits and obstacles of PPP through a literature review on PPP-related research over the last 20 years. The syntheses of the knowledge present foundations from which the laws, regulations, and guidelines for effective and successful PPP implementation can be established. This analysis reveals that PPP can create new and long-term business opportunities with a chance to deliver infrastructure services of higher quality and efficiency. However, these benefits will only be materialized when a PPP project is properly planned and managed and both the public and private sectors work together successfully.

To understand the recent trend toward privatization of infrastructure assets (e.g., airports), this article proposes a valuation methodology based on real options and game theory analysis that enables assessing when investors might overpay for infrastructure assets over standard discounted cash flow methods and when a premium is justified for their operating flexibility or strategic growth option value. While some infrastructure asset acquisitions may involve financial transactions whose value derives primarily from their expected cash flows, many of these infrastructure investments provide a platform and create the strategic context within which the firm can grow.

Megaprojects require investment of $1bn or more to build infrastructure, usually involving a complex system of production consisting of discrete, routine, and high-volume repetitive processes. Many of these processes can be progressively standardized and replicated to improve overall productive performance. This article presents the findings of research on design and production of London's Heathrow Airport Terminal 5 (T5). The findings were used to develop a conceptual framework-which we call the systems integration model-to identify the project and operational processes that contribute to success in delivering megaprojects. The systems integrator is the lead organization in a megaproject, responsible for establishing a governance structure, managing risk, and coordinating processes performed by a large network of external suppliers. Innovations based on the "recombination" and "replication" of processes can be introduced to improve megaproject performance.

In recent years, infrastructure promoters have become interested in translating the Toyota lean management paradigm into new infrastructure development projects. This approach assumes client and project suppliers are willing to work cooperatively. To enable this prerequisite, clients have started to experiment with relational contracts. An empirical study on the use of a relational contract in the £4.2bn extension of Heathrow airport in London confirms, however, the old adage that the devil is in the details. Unarguably, relational contracts enable the project client and suppliers to work together for a common purpose. However, the interwoven ways in which the client implements the contract-writing up the commercial details, as well as adjusting and interpreting these details throughout the project-are critical to encourage the suppliers to work cooperatively and meet the expectations of the client. This study unpacks five factors for making relational contracts work in projects: suppliers are keen to reap reputation benefits from project participation; suppliers have flexibility in their production processes; client and suppliers choose the right people for the jobs; client learns to relationally contract in response to supplier feedback; and client aligns its practices to control and improve performance with the suppliers' skills.

The cumulative effects of individual purchase decisions are responsible for anthropogenic climate change. These very same private investment and consumption decisions are at the center of climate change mitigation efforts. This article shows that new market-based, incentive-compatible mechanisms could encourage win-win (green and profitable) behavior by private investors. Despite their availability and financial viability, people often overlook more efficient technologies in favor of the less efficient but familiar ones. The article provides a framework that shows how local policies can act as catalysts in providing profitable opportunities for private investors to bridge this so-called "efficiency gap."

This note introduces the Value Venture Chain (VVC) model, which applies the paradigm of the value chain, well-accepted in other industries, to the process of conceptualizing, funding and building new businesses. The VVC provides startup executives, corporate new-business-development professionals, service providers, venture investors and aspiring entrepreneurs with a conceptual framework and a shared language of commonly-understood terminology.

Spreadsheet Supplement for 208062.

In 2005, to the astonishment of many sports industry insiders, superstar basketball player LeBron James fired his agent and established his own firm, LRMR, to handle all aspects of his business ventures and marketing activities and named his childhood friend Maverick Carter as the CEO. LRMR is tasked with turning James into a global icon as well as helping him reach his personal goal of becoming basketball's first billionaire. In late 2008, James has entered various lucrative endorsement deals and is considering three exclusive videogame endorsement opportunities from Electronic Arts, 2K Games, and Xbox Live to add to his portfolio. Allows for a rich discussion about how superstar athletes and other celebrities can create and capture value from their brands as well as what role talent agencies and other intermediaries play in that process. Provides in-depth information on three endorsement opportunities that each represents a common way in which talent can (choose to) get compensated: through a fixed-fee payment, a bonus payment structure, or a revenue-sharing agreement.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 1, "Corporate Governance: The Link Between Corporations and Society," describes the U.S. corporate governance system and its principal actors and briefly surveys the history of corporate governance in the United States, including the wave of governance scandals that occurred around the turn of the century.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 2, "Governance and Accountability," building on the review of history presented in Chapter 1, delves deeper into the philosophical questions of ownership and accountability and asks, "Who owns the corporation?" It contrasts the shareholder and stakeholder perspectives and tries to find common ground between the two.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 3, "The Board of Directors," focuses on the role of the board and provides an overview of recent trends in board composition, structure, and leadership.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 4, "Recent U.S. Governance Reforms," takes a close look at the flurry of reforms adopted in the last 10 years. This analysis shows just how much effective corporate governance depends on a delicate balance of power-among shareholders, directors, managers, and regulators-and on properly aligned incentives, clearly defined accountability and transparency, and last but not least, a steady ethical compass.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 5, "CEO Selection and Succession Planning," discusses a key responsibility of boards.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 6, "Oversight, Compliance, and Risk Management," discusses a key responsibility of boards.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 6, "The Board's Role in Strategy Development," discusses a key responsibility of boards.

The book A Primer on Corporate Governance was written by Cornelis A.DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 8, "CEO Performance Evaluation and Executive Compensation," discusses a key responsibility of boards

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 9, "Responding to External Pressures and Unforeseen Events," discusses a key responsibility of boards.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. Chapter 10, "Creating a High-Performance Board," discusses a key responsibility of boards.

Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?

A French executive with Michelin is expatriated from Clermont-Ferrand to South Carolina. Initially confident in his leadership skills, the protagonist learns quickly that many aspects of leading a team are quite different in the American environment. Although he ultimately succeeds, Chalon initially struggles to understand the different culture in which he is working and adapt his style accordingly.