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In a public-private partnership (PPP), the private sector is represented by a company termed the special purpose vehicle (SPV), which combines different stakeholders including designers, contractors and service providers under one umbrella. Correct SPV team selection is critical to ensure PPP success as the SPV must act as an integrated entity. In fact, unless the SPV takes an active role in developing trust and promoting integration principles, segmentation of interests, highly adversarial atmospheres, loss of value and economic inefficiency will prevail. Absence of awareness of such principles among stakeholders and the scarcity of literature investigating SPV stakeholder integration create great risks that jeopardize project success. Accordingly, to mitigate the aforementioned risks and provide stakeholders with both the knowledge and the tools to instigate and maintain integration, this paper aims to develop and test a framework to measure SPV stakeholder integration, inspired by the correlation between integrated project delivery (IPD) and SPV operations.

Following a design science research approach, a structured review is conducted to develop the SPV integration metrics and framework. The framework is then validated through face validation by a panel of industry and academic experts to assess its applicability in measuring SPV integration. Finally, the framework is tested on a well-recognized international PPP project to measure the SPV integration level, and the outcomes are discussed and analyzed.

The framework was able to assess the integration level of the studied SPV highlighting several areas of low-integration settings and providing guidance for achieving better integration.

This research is the first that develops a model to investigate the SPV’s integration level, from a holistic IPD perspective, to enable successful relationship management and enhance collaboration success. This study inspires practical recommendations for PPP practitioners to reduce the risks of segregated SPVs and their contribution to PPP failure.

The use of capability maturity model integration (CMMI) on its own can be problematic for the organisation because it does not provide a roadmap to implementation or identification of key process improvement areas, but instead only provides the goals for each level of implementation. Addition of another framework such as control objectives for information and related technology (CoBIT) can add the required operational data, but poses some unique challenges for implementation. However, the integration of Information Technology Infrastructure Library (ITIL), CoBIT, and ISO/IEC 22007 provides a roadmap to the integration of CMMI and CoBIT. The purpose of this paper is to discuss this co‐implementation and integration of the two frameworks, as well as the underlying framework of a new proposed integration model.

A literature review approach is used to address issues that have evolved from the empirical literature regarding the integration of CMMI and ITIL with other standards and determining whether this approach can be applied to the integration of CMMI and CoBIT as well. This literature review also provides insight into roadblocks to the implementation and structural improvements for CMMI.

The literature review demonstrated that the integration of CMMI and CoBIT could potentially be performed using the same techniques used in integrating ITIL and CoBIT, which provides a valuable guideline for further research into this area. However, further work will be required in order to determine the specifics of integration.

The paper adds to the existing literature by discussing the integration of CMMI and CoBIT and examining how these two frameworks can work together in order to create the basis for a new integration model.

The development of prefabrication into full-scale offsite manufacturing processes in the construction industry is paradigm-shifting. Moreover, Building Information Modelling (BIM) is becoming the primary mode of communication and integration in construction projects to facilitate the flow of information. Although research has been performed on BIM and Offsite Construction (OSC), integrating these two concepts remains ambiguous and complex and lacks documentation and structure, especially in New Zealand. Therefore, this paper develops a robust framework for OSC and BIM integration. The study focusses on identifying integration challenges and proposes strategies for overcoming these challenges.

This study applied scientometric analysis, a systematic literature review (SLR) and semi-structured expert interviews to investigate OSC and BIM integration challenges. Multiple themes were investigated and triangulation conducted in this research supports the creation of applicable knowledge in this field.

Multiple gaps, research trends and the pioneer countries in the paper's scope have been identified through scientometric analysis. Then, a classified cluster of challenges for OSC and BIM implementation and integration strategies of OSC and BIM were demonstrated from the findings. The interviews provided comprehensive and complementary data sets and analyses. The findings from the Systematic Literature Review and interview structured the integration framework.

The contribution of this paper to existing knowledge is a developed framework that serves as a guideline for the OSC stakeholders. This framework can assess OSC's alignment with BIM and consolidate strategies for incorporating OSC into a BIM-based project delivery process. The framework consists of 23 strategies categorised into 8 clusters: a policy document, training and professional development, documentation, technology management, governmental development, contract development, accurate definition and detailing and communication. The proposed strategies will streamline integration by reducing potential challenges, thus enhancing project productivity.

The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of knowledge by developing a framework for integrating marketing and supply chain strategies.

The paper draws its insights and conclusions from a review of the literature in both fields, marketing and SCM, followed by an interaction research approach which helped to refine and validate the theory‐derived framework from the perspective of practitioners.

In the existing body of literature on marketing and SCM integration, three perspectives can be differentiated: the interfunctional perspective, the process perspective and the perspective of integrated business concepts. The proposed framework builds on these perspectives and moves them onto a strategic level. Integrating marketing and supply chain strategies involves the management of four integration levels: corporate integration; strategic customer integration; strategic supplier integration and marketing and supply pipeline strategy integration.

The proposed framework points managers at the managerial issues of marketing and supply chain strategy integration and illustrates the need for an interaction approach which challenges the traditional view of marketing in the demand creation and SCM in the demand fulfilment role.

Marketing and SCM integration is a topic which has received considerable interest in both fields for the last 30 years. Despite the notion that a close integration can contribute to the company and even supply chain success, no contribution to date addresses the integration from a strategy perspective. This paper leverages existing knowledge and advances our understanding of the strategic integration issues companies are facing in today's supply chain network‐based competition.

A conceptual framework for collaboratively based integrated health and social care (IHSC) integration is proposed to aid in understanding how to accomplish IHSC.

This model is based on extant literature of successfully IHSC initiatives.

The model aims to identify enabling integration factors that support collaborative integration efforts between healthcare and social services organizations. These factors include shared goals and vision, culture, leadership, team-based care, information sharing and communications, performance measurement and accountability agreements, and dedicated resources and financing. It also identifies factors that act as external influencers that can support or hinder integration efforts among collaborating organizations. These factors are geographic setting, funding models, governance structures, and public policies. These factors are intended to ensure that a realist lens is applied when trying to understand and explain IHSC.

This model is intended to provide a framework to support research, policy and implementation efforts.

Lean Six Sigma 4.0 has brought about a paradigm shift in customization, automation, value creation and digitalization to achieve excellence in human factors, operations and sustainable development. Despite its potential, LSS 4.0 is still in its nascent stage, with researchers striving to identify the key and relevant components of LSS in relation to Industry 4.0. The present study aims to address this knowledge gap through a literature review and subsequently provide a conceptual framework for LSS within the context of digital transformation.

In this study, the authors have conducted a thorough review of reputable articles published between 2011 and 2022, focusing on the integration of Lean Six Sigma (LSS) and Industry 4.0 (I4.0). By using appropriate keywords, the authors identified around 85 relevant articles. The main objective of this integrative literature review was to analyze and extract valuable knowledge from the existing literature on LSS and I4.0. Based on the authors’ findings, a conceptual framework was developed.

The review revealed the motivators, building blocks, tools and challenges of LSS 4.0. The conceptual framework delves into the key aspects of LSS 4.0, focusing on the dimensions of people, process and technology, as well as their subdimensions. These subdimensions serve as the building blocks for developing LSS 4.0 capabilities. The proposed framework visually represents the conceptualization and the relationships among its components.

Only a few conceptual approaches to LSS are developed that include the concepts, new roles and elements of I4.0. As a result, this research investigates the gap in current LSS models preceding I4.0 and develops a conceptual framework to provide a novel and comprehensive summary of the new concepts and components driving nascent and current LSS practices in the digital era.

This study offers practical guidance for implementing LSS in the context of I4.0, emphasizing digital transformation. The findings highlight motivators, building blocks, tools, challenges and spread of LSS 4.0 practices, and present a conceptual framework of LSS 4.0. These insights can help organizations enhance their LSS capabilities and achieve excellence in human factors, operations and sustainable development.

This study aims to make a significant contribution to the model-building efforts of researchers focusing on LSS 4.0. By offering practical guidance, the points discussed in this study help enhance the implementation efforts of practitioners and organizations in the context of I4.0, with a specific focus on digital transformation. The guidance provided takes into account the perspectives of people, processes and technology, providing valuable insights for successful integration.

Mobile devices transcend the educational affordances provided by conventional tethered electronic and traditional learning. However, empirical findings show that educators are not integrating technology effectively into the curriculum. This paper aims to discuss these issues.

In this study, a thematic synthesis methodology was used to develop and present a framework for thinking about the integration of mobile devices in teaching and learning.

The mobile learning (mlearning) integration framework comprises four main parts: beliefs, resources, methods and purpose. These four areas are elucidated to reveal the many sub-components that determine how technology is integrated.

An ecological framework is then presented to demonstrate how the individual parts of the initial framework operate through a complex, interconnected network of systems involving personal and environmental factors.

This paper aims to analyze the requirements for stakeholder integration in sustainability project partnerships in times of sustainability crisis. Referring to the COVID-19 pandemic as a sustainability crisis that has sensitized consumers and other stakeholders to corporate responsibility for social and sustainability issues, a conceptual framework for stakeholder integration is developed from which implications for designing the potential, process and result quality are derived.

In this conceptual paper, design options for stakeholder integration are derived from open innovation and service management research. Specific crisis-related determinants of stakeholder integration are derived from current corporate social responsibility (CSR) and crisis research taking into account the opportunities and challenges of the COVID-19 pandemic. Design options and crisis-related determinants are then combined to a conceptual framework for stakeholder integration in sustainability project partnerships in times of crisis. Based on this framework, research propositions are derived that provide insights into the design of the potential, process and result quality of stakeholder integration.

This paper shows that the COVID-19 pandemic can be viewed as a sustainability crisis, which places special entrepreneurial demands on stakeholder integration in sustainability project partnerships. The pandemic offers potential for integrating a large number of stakeholders and has emphasized the need for integrating a broad range of stakeholders. Higher skepticism of stakeholders toward companies' CSR engagement in the pandemic has raised stakeholder demands for early integration. Higher skepticism and CSR involvement have rendered active forms of integration even more relevant, which, however, should still be adapted to the respective stakeholder prerequisites. The pandemic has increased the need for constant and comprehensive exchange of data on project results between stakeholders and the project leading organization. Measurement of target achievement can be promoted by establishing stakeholder commitment with regard to the target measures on the collective and relationship levels of the partnership. Finally, the pandemic has reinforced the need for more dialogical forms of communicating sustainability project results.

Solving problems and exploiting opportunities in times of crisis require a high degree of entrepreneurship and creative leadership in order to gain new ideas and overcome resource deficits. Sustainability project partnerships in which various stakeholders contribute resources and knowledge to collaborate on idea development and finding solutions to sustainability issues are suitable for this. However, previous approaches to stakeholder integration in open innovation and service management research largely neglect the crisis context and only a few are related to sustainability. In CSR and crisis research, stakeholder-related approaches to coping with crises tend to be underrepresented, and the comprehensive concept of stakeholder integration has so far hardly been considered as an approach to crisis management. By taking into account the COVID-19 pandemic as a sustainability crisis, this paper provides new impulses for the integration of stakeholders in sustainability project partnerships in times of crisis. Recommendations for the design of the potential, process and result quality are derived, which provide insights for project leaders and stakeholders alike. In addition, implications for public policymakers are derived, who are assigned an increasingly active role in the pandemic and who can contribute to the success of sustainability project partnerships by setting suitable framework conditions. The developed concept can be expanded to include further company-related determinants and offers a starting point for empirical analysis in the still underexplored research fields of sustainability-oriented relationship marketing and sustainability crises.

People experiencing homelessness often have complex needs requiring a range of support. These may include health problems (physical illness, mental health and/or substance misuse) as well as social, financial and housing needs. Addressing these issues requires a high degree of coordination amongst services. It is, thus, an example of a wicked policy issue. The purpose of this paper is to examine the challenge of integrating care in this context using evidence from an evaluation of English hospital discharge services for people experiencing homelessness.

The paper undertakes secondary analysis of qualitative data from a mixed methods evaluation of hospital discharge schemes and uses an established framework for understanding integrated care, the Rainbow Model of Integrated Care (RMIC), to help examine the complexities of integration in this area.

Supporting people experiencing homelessness to have a good discharge from hospital was confirmed as a wicked policy issue. The RMIC provided a strong framework for exploring the concept of integration, demonstrating how intertwined the elements of the framework are and, hence, that solutions need to be holistically organised across the RMIC. Limitations to integration were also highlighted, such as shortages of suitable accommodation and the impacts of policies in aligned areas of the welfare state.

The data for this secondary analysis were not specifically focussed on integration which meant the themes in the RMIC could not be explored directly nor in as much depth. However, important issues raised in the data directly related to integration of support, and the RMIC emerged as a helpful organising framework for understanding integration in this wicked policy context.

Integration is happening in services directly concerned with the discharge from hospital of people experiencing homelessness. Key challenges to this integration are reported in terms of the RMIC, which would be a helpful framework for planning better integrated care for this area of practice.

Addressing homelessness not only requires careful planning of integration of services at specific pathway points, such as hospital discharge, but also integration across wider systems. A complex set of challenges are discussed to help with planning the better integration desired, and the RMIC was seen as a helpful framework for thinking about key issues and their interactions.

This paper examines an application of integrated care knowledge to a key complex, or wicked policy issue.

Enterprise integration is considered to be of great strategic significance in the support of organisations to achieve a competitive advantage. Traditional approaches to integration such as electronic data interchange (EDI) have provided a wide range of benefits but have not managed to fully automate and integrate business processes and applications. In addressing many of the limitations of EDI to piece together disparate systems, enterprise resource planning (ERP) solutions introduced an alternative approach to integration. Although ERP systems overcome significant integration problems, they have failed to adequately support intra and inter‐organisational integration. There has been a great demand by organisations to overcome integration problems and become more competitive. In this respect, enterprise application integration (EAI) has emerged to address intra and inter‐organisational integration in a more flexible and maintainable way. The normative literature remains limited regarding this emerging area and there is consequently a need for further research and contribution in identifying influential factors for EAI adoption. In addressing this relative void in the literature, this paper proposes a model for the justification and evaluation of EAI adoptions. The proposed model can be used by organisations as a tool for decision making when considering the adoption of EAI.