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Aqua Universitas, the unique Anglian Water learning organization, is based on the federal concept which encourages a number of learning initiatives to co‐exist within a common vision. It allows a variety of needs to be represented. Aqua Universitas is linked to the operating company of Anglian Water through each individual. It exists both in the tangible and physical form of the learning assets which are provided by the company and in the virtual concept by the intellectual, behavioural and cultural attitudes of each individual.

This paper reports on the development of Aqua Universitas ‐ Anglian Water’s University of Water ‐ and the Company’s journey towards wisdom creation. It supports the Company’s vision of “creating and sustaining knowledge for sustainable water management”. This vision draws on the work done by Nonaka and Takeuchi and recognizes different kinds of knowledge and methods of knowledge transfer. Aqua Universitas will enable Anglian Water to have the best people, teams and organization to provide the best service ‐ through wisdom creation and exploitation.

This paper aims to explore how organizations use annual reporting for legitimacy purposes in the context of the ten recently privatised regional water companies in the UK. Although privatization required the water plcs to establish a distinctly different organizational legitimacy for themselves as customer‐focused companies commensurate with their new private sector status, it was clear from the nature of their privatization that they would experience difficulties in achieving this. Privatization did little to change their previous monopoly character, and this created discrepancy with the model of private sector companies operating in customer‐led competitive markets.

The paper uses a content analysis of statements concerning customer service in annual reports. The analysis examines the variety of ways in which the ten water plcs deployed both assertive and defensive impression management techniques in their attempts to gain, maintain and repair their legitimacy as customer‐focused companies.

The analysis emphasises the importance of the role of corporate reporting as a resource in legitimacy management. The paper also argues that, despite sustained efforts, the water plcs did not wholly succeed in persuading all their customers that the privatization of water was “a good thing”.

The paper will be valuable to researchers and practitioners alike, as it attempts to take further one's understanding of how organizations use corporate reporting for legitimacy purposes by examining a much more extreme case of the legitimacy problem than has been previously considered in the literature: namely, the need for an entirely new basis for corporate legitimacy.

The UK water industry is a private sector that has no government mandate to implement building information modelling (BIM) but would benefit from its use. Research has identified that fragmentation and inefficiency still existed in the water industry project delivery processes. These issues can be addressed by harnessing the collaboration that BIM brings by using emerging information technology. The UK water industry has had little research in the use of BIM in the project delivery processes over the years.

The aim of the research is to explore and examine BIM elements currently used in the water industry, as well as understand the organisational cultural support for BIM. It also investigated the adoption of BIM which will enable to improve water industry project delivery processes. An empirical study was performed in the UK given the relatively new and unexplored nature of the research problem, a qualitative research methodology was adopted. In total, 14 semi-structured interviews from six water sector organisations were conducted to collect data, which was then analysed using thematic analysis for inference and conclusion.

The study identified that BIM has already changed how projects are delivered by the water companies and their supply chain. Use of emerging technology such as Autodesk Revit, Civil 3D and virtual reality has gained traction and is leading organisations to continue investing in these areas to remain relevant. Although staff training was offered by all organisations within the study cohort, some interviews still thought that more can be done by their organisations as BIM is still maturing. Those interviewed regarded BIM models as data and information rich with the ability to enable the supply chain to obtain quicker approvals.

The paper provides a richer insight into the understanding and awareness of BIM elements used in the water industry to improve project delivery processes. This study suggests that the water industry supply chain has taken positive steps and started to benefit from BIM use. It also recommends that there is a need for cross-sector collaboration to capture and share best and worst practices relating to BIM adoption in the water sector.

The goal of this chapter is to respond to the theoretical inquiries by scholars who are interested in how the public–private partnership (PPP) models adapt to China’s context where political power dictates economic strategies. We also want to provide suggestions to policy designers who aim to promote a sustainable investment environment for domestic and international investors. We review the literature that explains the upside and downside of PPP projects in contemporary China. (1) We classify the trajectory of PPP evolution into four phases, i.e., emergence, growth, recession and revival. (2) We note that private companies take a disadvantageous position in the partnership compared with governments and state-owned enterprises because of a lack of specialized legislation, unequal competition between private companies and state-owned enterprises and the opposition from the civic society. (3) We identify political risks as the most influential risks. Political risks also lead to the misallocation of other risks between public and private parties that contributes to the high failure rate of China’s PPP projects. Based on these findings, we recommend governments to draft specialized legislation, stabilize the political environment and provide favourable subsidies to local governments to limit the risks involved in PPP projects. We also advise private enterprises and state-owned enterprises to focus on negotiating over task and risk division with governments when they make decisions to participate in PPP projects. This full review of studies on PPP development in China provides reliable recommendations to scholars, governments and enterprises.

Discusses an investigation currently being undertaken into the implementation of total quality management in the engineering directorate of Anglian Water Services Ltd. Identifies the need to measure the effectiveness of the execution of total quality in the company and feed back any recommended changes to enable improvements to be put into effect. A holistic approach to the measurement of the effectiveness of TQM is required not only to investigate and measure the “harder issues” such as structure, strategy and systems of an organization, but also the “softer issues” such as values, beliefs and behaviours (the effects of instigating the harder issues).

Anglian Water is embarked on an innovative organizational ‘stretch’ programme, known as the Transformation Journey, to navigate the company from a locally‐focused, functional bureaucracy to a global knowledge‐creating business.