Assessing institutional relations in development partnerships: the Land Development Corporation and the Hong Kong Government prior to 1997

This paper interprets and develops contemporary notions of partnership in relation to Hong Kong's Land Development Corporation. It demonstrates how such agencies are likely to become overdependent on their private-sector partners or ineffective in policy delivery, unless endowed with adequate powers and resources. In this context, it suggests that the LDC's capacity to promote urban renewal was undermined particularly by the institutional requirement to assemble redevelopment sites in multiple ownership principally through negotiation. While seeking to explain this weakness in relation to the socio-cultural context of Hong Kong, it warns that, in applying the Western experience of partnership elsewhere, full account must be taken of local circumstances and constraints