Public-Private Partnership, Brazil

  • Sandro CabralEmail author
Living reference work entry


Public-private partnerships (PPP) are organizational arrangements involving private actors in the delivery of public services. PPP situates between full privatization and direct government provision.

Public-Private Partnerships in Brazil: Past and Present

Like other developed and developing countries around the globe, in the past few decades, Brazilian authorities have been sponsoring increased participation of private actors in several economic and social activities. This movement started in the second half of the years 1980s with the first wave of divestitures of state-owned enterprises in pulp, mining, and metal industries and continued in the years 1990s in petrochemical, air space, defense, and civil aviation industries. Brazil was not also immune to the so-called New Public Management (NPM) principles. During the 1990s multilateral agencies such as the World Bank and the International Monetary Fund – in conjunction with Brazilian local authorities more sympathetic to a...

This is a preview of subscription content, log in to check access.


  1. Arino A, Reuer JJ (2004) Designing and renegotiating strategic alliance contracts. Acad Manag Exec 18(3):37–48Google Scholar
  2. Cabral S, Lazzarini SG, Azevedo PF (2013) Private entrepreneurs in public services: a longitudinal examination of outsourcing and statization of prisons. Strateg Entrep J 7(1):6–25CrossRefGoogle Scholar
  3. Fabrizio KR (2012) Institutions, capabilities, and contracts: make or buy in the electric utility industry. Organ Sci 23(5):1264–1281CrossRefGoogle Scholar
  4. Hefetz A, Warner M, Vigoda-Gadot E (2014) Concurrent sourcing in the public sector: a strategy to manage contracting risk. Int Public Manag J 17(3):365–386CrossRefGoogle Scholar
  5. Inoue CFKV, Lazzarini SG, Musacchio A (2013) Leviathan as a minority shareholder: firm-level implications of state equity purchases. Acad Manag J 56(6):1775–1801CrossRefGoogle Scholar
  6. Kivleniece I, Quelin BV (2012) Creating and capturing value in public-private ties: a private actor’s perspective. Acad Manag Rev 37(2):272–299CrossRefGoogle Scholar
  7. Menard C (2013) Hybrid modes of organization. Alliances, joint ventures, networks, and other ‘strange’ animals. In: Gibbons R, Roberts J (eds) The handbook of organizational economics. Princeton University Press, Princeton, pp 1066–1108Google Scholar
  8. OECD (2010) Dedicated public-private partnership units: a survey of institutional and governance structures. OECD Publishing, ParisCrossRefGoogle Scholar
  9. Pierce L, Toffel MW (2013) The role of organizational scope and governance in strengthening private monitoring. Organ Sci 24(5):1558–1584CrossRefGoogle Scholar
  10. Quelin BV, Cabral S, Kivleniece I, Lazzarini SG (forthcoming) The private scope in public-private collaborations: an institutional and capability-based perspective. Organ SciGoogle Scholar
  11. Spiller PT (2010) Regulation: a transaction cost perspective. Calif Manag Rev 52(2):147–158CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Insper Institute of Education and ResearchSão PauloBrazil