The purpose of this research is to analyze and compares principal factors that contribute to successful public‐private partnerships and public works projects.
This study uses a qualitative analysis with in‐depth interviews and observation. Interviews are conducted with key individuals of two projects. Success factors are derived from literature review and modified through in‐depth interviews and comparative analysis.
Ten success factors are presented and analyzed: specific plan/vision, commitment, open communication and trust, willingness to compromise/collaborate, respect, community outreach, political support, expert advice and review, risk awareness, and clear roles and responsibilities. High degrees of commitment and shared vision between the client, architect, and contractor are shown to be important aspects for construction success as well as pairing factors of open communication and trust with high levels of compromise or collaboration.
The major limitation of this research is that it is confined to two case studies. Thus, the generalizability can be utilized for future reference. Further research might review various types of partnerships, such as design‐build relationships, construction manager at risk, or team‐building partnering for projects that may be blocked from the public sector, or public works development.
This study proposes two matrix frameworks to explore a more complete review of relationships of paired success factors. The frameworks view the interplay of how different combined levels or degrees of corresponding factors such as commitment and shared vision can help make a project more effective. These matrices create unique views of comparative factors developed as part of this research paper, which could be further investigated in future research.
Jacobson, C. and Ok Choi, S. (2008), "Success factors: public works and public‐private partnerships", International Journal of Public Sector Management, Vol. 21 No. 6, pp. 637-657. https://doi.org/10.1108/09513550810896514Download as .RIS
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