Public–Private Partnerships (PPPs) in essential infrastructure face persistent tensions between commercial viability and public service obligations, leading to widespread challenges in implementation and sustainability. In contrast, Government-Linked Companies (GLCs)—corporations with significant state ownership operating under market principles—have emerged as alternative social capital participants within China's PPP framework, offering a hybrid approach that combines state backing with market-based operations. This study applies principal–agent theory and analyzes a panel dataset of Chinese water utilities for 2000–2016 to assess how a GLC-involved hybrid governance structure influences financial and operational performance. The findings indicate that GLC involvement significantly enhances financial outcomes, increasing revenue by 9.2 % and profit by 98.6 %, while improving operational efficiency through strategic workforce management. These effects are particularly pronounced in regions with annual precipitation below 800 mm and in provinces with higher marketization indices, suggesting that GLCs are most effective where market institutions are stronger. By demonstrating how GLCs mitigate the governance challenges that have hindered traditional PPPs, this study highlights their potential as a sustainable infrastructure model that balances financial sustainability with public service commitments.
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