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Chandra, V and Loosemore, M (2011) Communicating about organizational culture in the briefing process: case study of a hospital project. Construction Management and Economics, 29(03), 223–31.

Chowdhury, A N, Chen, P-H and Tiong, R L K (2011) Analysing the structure of public-private partnership projects using network theory. Construction Management and Economics, 29(03), 247–60.

  • Type: Journal Article
  • Keywords: public-private partnership; network; stakeholder; Pakistan
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2010.537354
  • Abstract:
    In public-private partnership projects (PPP), the relationships between the participants are established through a variety of contractual agreements between financiers, government, contractors, operators and customers. Raising funds, linking various participants legally and financially, ensuring supply, and producing and marketing products depend on well-established financial and legal structures of PPP. Though numerous research studies have been conducted to establish and justify the structure of PPP projects based on contractual agreements between participating stakeholders and on existing legal frameworks of a host country, there are still questions left unanswered. Examples are: What are the factors that influence the structuring of PPP? Who are the key stakeholders? And what are the roles of participating partners in a PPP project? However, not much work has been done. Application of network theory can help fill these gaps and identify and distinguish potential stakeholders in PPP affiliation and can effectively contribute to an in-depth analysis of the relationships between participating partners. The analysis can identify important features like core–peripheral stakeholder(s), influential intermediary participants and their interdependence, and influences of a PPP structure on its substantive outcome. With the introduction of the network theory, a more thorough analysis of PPP structures can be achieved which may provide valuable information to project sponsors as well as legal and financial advisers.

Laryea, S (2011) Quality of tender documents: case studies from the UK. Construction Management and Economics, 29(03), 275–86.

Li, H, Guo, H L, Skitmore, M, Huang, T, Chan, K Y N and Chan, G (2011) Rethinking prefabricated construction management using the VP-based IKEA model in Hong Kong. Construction Management and Economics, 29(03), 233–45.

Mbachu, J and Frei, M (2011) Diagnosing the strategic health of an organization from SWOT analysis results: case study of the Australasian cost management profession. Construction Management and Economics, 29(03), 287–303.

Shan, Y, Goodrum, P M, Zhai, D, Haas, C and Caldas, C H (2011) The impact of management practices on mechanical construction productivity. Construction Management and Economics, 29(03), 305–16.

Tabish, S Z S and Jha, K N (2011) Analyses and evaluation of irregularities in public procurement in India. Construction Management and Economics, 29(03), 261–74.