In this paper, a conceptual framework for investigating the PPP model as it relates to hospitals is proposed. When the PPP model is applied to healthcare (hospitals), it is possible to discover the path to success by developing a critical assessment and deriving a clear model. It is concluded that most PPP model implementations in hospitals around the world have produced favorable outcomes, both in terms of the performance of healthcare units and in terms of cost-effectiveness. Additionally, a path-to-success model that applies to hospitals is offered, taking into account six PPP model dimensions: (i) Environment; (ii) Potentiate Benefits; (iii) Constant Measure; (iv) Evaluation; (v) Management; and (vi) Enhance Strengths. The PPP model only applies case by case and under specific requirements that should be met cumulatively to provide additional value to healthcare’s quality of service. The right conditions are created, the right benefits are amplified, public concerns are frequently assessed, private contributions are carefully considered, and all pressing challenges are managed by enhancing both public and private strengths. Leading decision- and action-making processes in corporate, governmental, and social sectors is the goal of managing PPP models.

In Portugal, the government has accepted private management within public hospitals since 1996. The objectives of the state were to ensure more efficiency in resource management and maintain or increase the service quality provided to the users. Four public hospitals have been managed with a public–private partnership (PPP) approach. This study aimed to empirically analyse the degree of satisfaction of the Portuguese population regarding the service quality provided by PPP and Public Management Hospitals (PMH) within a structural equation model, and verify if people’s literacy level, age, education, and income moderate their opinions. The study used 2077 valid questionnaire responses applied in the four regions served by the eight hospitals. The results show that the users of the PPP hospitals are more satisfied than those from PMH with statistical significance. Literacy level moderates the relationship between perceived quality and users’ satisfaction, and education moderates the same relationship only in the context of PPP hospitals. More educated people with a high literacy level are more demanding, both regarding PPP and PMH hospitals. Nevertheless, the results are very beneficial to the PPP model; thus, improved decision-making regarding contract renewal might help policymakers consider the findings of this paper.

Today, effective project management goes beyond technical skills, incorporating an emotional dimension that plays a crucial role in the success and dynamics of teams. Emotional intelligence (EI), which refers to the ability to control emotions—both one’s own and those of others—has become essential for good performance in work environments, often surpassing technical skills. This study aims to explore the relationship between managers’ emotional intelligence and decision-making in the context of project management. This research was based on an extensive literature review, followed by multiple interviews with project managers. Using semi-structured interviews, it was possible to identify how EI positively influences decision-making and project success. Managers with high levels of EI are more effective in decision-making, communication, conflict resolution, and leadership, resulting in more cohesive and productive teams. EI is a critical factor for success in project management in companies with the same characteristics as this one, providing a collaborative and effective working environment. The results might clearly assess the current state of the relationship between EI in the context of project management and consequent decisions leading to the project’s success.

Since 2001, in Portugal, constant reforms in hospital management have accompanied the transformations in the management models applied to public administration, intending to ensure a higher quality of services and, simultaneously, a more significant economic efficiency. This study aims to analyse, for the period between 2012 and 2021, the economic and financial results (value-for-money) of the PPP model, compared with the public management hospitals (PMH). It used a mixed research approach based on multiple case studies and archival research. As the main results, it was found that: i) the PPP model, applied to the health sector, appears to be advantageous, not only regarding the economic and financial results but also concerning the quality of service provision; and ii) despite the value-for-money generated by the PPP model, the lower operating costs and the superior performance in comparison with PMH, the government has permanently opted to revert from a PPP model to a PMH model. This study concluded that the hospital management model is instead seen as an instrumentalised political instrument than a management tool that could generate savings for the taxpayers. Several practical implications are presented.

This study explores how the unique characteristics of Generation Y/Millennials and Generation Z influence talent retention challenges in the hospitality sector and identifies Human Resource Management (HRM) strategies that effectively address these generational dynamics. The multigenerational workforce in this industry spans multiple cohorts, each with distinct work values and expectations, and these generational differences in work attitudes have compelled Human Resource (HR) departments to adopt a range of tailored recruitment and retention strategies. This qualitative research examines how hotel directors and HR managers in the city of Porto, Portugal perceive the recruitment challenges associated with younger generations and what strategies they use to overcome them. The findings highlight specific traits of Millennial and Generation Z employees, confirming that these cohorts present unique recruitment and retention challenges, and validate targeted response strategies to address those challenges. Overall, the study sheds light on sector-specific hurdles, multigenerational management issues, and effective HRM practices for attracting and retaining young employees (Generation Y/Millennials and Generation Z).