Despite the existence of a voluminous body of literature covering the impact of infrastructure public-private partnerships (PPPs) on public value within the context of Western countries, scant attention has been paid to this topic in the Middle East. Given that the region has hosted numerous PPP projects that were implemented even without the rudimentary legal and regulatory frameworks considered essential for such projects to succeed, a study of PPPs within that region would thus be particularly useful, since an unpacking of the success factors for PPPs in the Middle East can reveal important practical insights that will advance the knowledge of PPP success factors overall. This paper, therefore, explores the rehabilitation and expansion of Jordan’s Queen Alia International Airport via the PPP route. It finds that the factors contributing to the project’s successful implementation can be categorized into those on the macro level related to political support, and the micro level factors concerned with management of daily activities involved in the partnership between the public and private sectors.

In order to meet the guidance, publicity and commercial functions, various types of billboards have become important permanent facilities in the airport terminal, which are distributed all over the terminal. The advertising materials inside billboards have certain fire hazards, and there is a lack of research on the fire risk of advertising materials at present. Therefore, it is necessary to study the fire risk of advertising materials in airport terminal. Taking PVC board, a commonly used advertising material, as the research object, Pyrosim was used to model and analyze its fire, and the characteristics of fire spread, smoke flow, and distribution of combustion products such as CO and CO2 in the terminal building were obtained. This study explores the fire combustion characteristics of advertising materials in civil airport terminals, providing a basis for fire prevention management in civil airport terminals.

The purpose of this article is to determine the equitability of airport and university allocations throughout Ethiopian regional states based on the number of airports and institutions per 1 million people. According to the sample, the majority of respondents believed that university allocation in Ethiopia is equitable. In contrast, the majority of respondents who were asked about airports stated that there is an uneven distribution of airports across Ethiopia’s regional states. Hence, both interviewees and focus group discussants stated that there is a lack of equitable distribution of universities and airports across Ethiopia’s regional states. This paper contributes a lesson on how to create a comprehensive set of determining factors for equitable infrastructure allocation. It also provides a methodological improvement for assessing infrastructure equity and other broader implications across Ethiopian regional states.

Most airport development projects entail disputes due to the features that are distinctive and complicated. Disputes can be minimized through creative problem-solving by implementing knowledge management practices into the system. This study investigates the direct influence of knowledge management (KM) on dispute minimization (DM) along with the key factors for developing a strategy that can enhance KM success. A mixed method was adopted including statistical data analysis based on the PLS-SEM and descriptive analysis with the SECI (Socialization, Externalization, Combination, Internalization) model approach for strategy development. These findings show that KM has a positive and significant direct influence on DM, while the factors that are considered to have a significant influence on KM success are human resources management (HR) and learning & training (LT) on airport development projects in state-owned airport companies. This research supports the importance of a well-developed HR system accompanied by regular LT to all members of the organization to optimize and encourage the spread of knowledge in the organization.