Conceptual foundations for the formation of an organizational and managerial model of public-private partnership within the cluster economy

Abstract

The development of a cluster-based economy generates new requirements for organizing interaction among the state, business, research institutions, and society, which is particularly evident in the implementation of construction projects based on public-private partnership. Under these conditions, the formation of a comprehensive organizational and managerial model becomes critically important, as it ensures the alignment of stakeholders’ interests, efficient use of resources, and adaptability to a dynamic external environment.

The cluster approach transforms the traditional management logic by replacing hierarchical structures with network-based forms of cooperation, where interaction occurs at multiple levels and requires coordination of complex institutional relationships. In such an environment, a multi-level interaction architecture is formed, incorporating national and local authorities, strategic coordination centers, project cycle participants, the public sector, as well as innovation institutions that provide digital and technological support.

At the same time, approaches to project performance evaluation are undergoing transformation. Financial indicators remain fundamental; however, their application is complemented by consideration of digital maturity, socio-motivational characteristics, and environmental parameters. In this context, a multidimensional evaluation system is formed, in which economic outcomes are combined with the level of digital integration, compliance with ESG principles, and stakeholders’ readiness for cooperation.

The integration of these components is reflected in the use of aggregated indicators that enable projects to be assessed as complex socio-technical systems. Such an approach facilitates the transition from static evaluations to scenario-based analysis, taking into account variability in development trajectories and enabling the formation of adaptive managerial decisions.

The process of forming an organizational and managerial model acquires a phased nature, encompassing the determination of cluster environment parameters, structuring of participants, integration of digital tools, development of an evaluation system, and implementation of forecasting mechanisms. The final outcome is the creation of an adaptive management system that ensures a balance between economic efficiency, innovation, and social responsibility.