This dissertation, "Relationship Management in Public Private Partnership Infrastructure Projects" by Weiwu, Zou, 邹伟武, was obtained from The University of Hong Kong (Pokfulam, Hong Kong) and is being sold pursuant to Creative Commons: Attribution 3.0 Hong Kong License. The content of this dissertation has not been altered in any way. We have altered the formatting in order to facilitate the ease of printing and reading of the dissertation. All rights not granted by the above license are retained by the author. Abstract: Public Private Partnership (PPP) procurement has developed in many countries, as an effective way for governments to allay their financial burden and/or improve the efficiencies of public services. However, PPP has also experienced many ups and downs in its applications. As a collaborative venture between public and private sectors, the quality of the relationship between them has been shown to be a key contributor to the success of a PPP project. However, no study has, as yet, conceptualized and tested an integrative framework for modeling and addressing the relational aspect in PPP projects. This study aims to fill this gap. Moreover, the revamping of PPP in the above direction, would align with what is found to be a much larger trend, in moving from traditional management to relationship approaches in project management in general and on built infrastructure projects in particular. The general purpose of this study is to make an original contribution to relationship research in PPP, by addressing the importance of this intangible side of PPP, through developing a strategic relationship management framework for parties engaged in PPP projects. Having examined relational research in joint ventures, alliancing and inter-organisational collaboration, it is found that game theory, transaction cost analysis and relational contracting have a direct bearing on inter-organisational relationships in infrastructure projects. Consequently, they are adopted as the theoretical foundations for this research. This study first investigates the 'hard side' of PPP relationships, analyzing their variables based on semi-structured interviews with PPP experts. Further, the 'soft side' of PPP relationships, is found to be influenced mainly by inter-organisational trust and commitment. This is also investigated in this research by intensive literature review of inter-organisational relationships. A relational variables and indicators model for PPP projects is then developed. Quantitative research data was collected from two questionnaire surveys, targeting international experiences. The first survey was aimed to examine the intensifying and/or moderating effects of various relational variables. The second survey was designed to identify the Critical Success Factors of relationship management in PPP context. Qualitative research data was consolidated from a case study and follow-up structured interviews. Findings from surveys, case study and interviews were then triangulated to develop a strategic framework for better relationship management for infrastructure PPP projects. The findings from this research make a specific contribution to relationship management research; while the 'hard' and 'soft' sides provide lenses for both PPP parties to examine their relationship with their respective partners. The proposed strategic framework consists of a Relationship Management Scheme and Guidelines to be implemented in different PPP phases, through addressing the sustainability of the relationship. It provides an initial scheme or base approach for project parties to manage the relationships proactively rather than reactively. Besides, this research