scholarly journals Technological innovations performance and public-private-partnerships

2016 ◽  
Vol 13 (4) ◽  
pp. 549-557
Author(s):  
Fanny Saruchera ◽  
Maxwell Agabu Phiri
Keyword(s):  
Research And Development ◽  
Success Factors ◽  
Developing Economies ◽  
Public Private Partnerships ◽  
Technological Innovations ◽  
The Public ◽  
Key Success Factors ◽  
Critical Success ◽  
Research Institutes

The research institutes’ dilemma in successfully bringing their breakthrough technological innovations to the market has remained major concern in most developing economies. Zimbabwe is no exception. The theory of Public-Private-Partnerships (PPPs) and their increasing applicability in especially the provision of public facilities and services has commanded some research interest worldwide. However, not much attempts have been made to unlock the value in the PPP’s capability in enhancing commercialization of technological innovations, worst still from a developing economy’s perspective. This paper explores the role of PPPs in ensuring successful Research and Development, and Commercialization (R & D-C) of research outcomes. Guided by a systematic literature review on key success factors of PPPs, cases of two forms of PPPs (a Build-Own-Operate-Transfer (BOOT) PPP, and a concession contract) were studied and their operations were monitored and evaluated, in comparison to institutes not engaged in any partnership – to supplement data obtained through key informant interviews. The study established that research institutes engaged in PPPs had relatively fewer commercialization challenges for their output as compared to those who were not engaged. However, it emerged that there are limitations regarding observance of the critical success factors, thereby hindering progress of the prevailing PPPs. The findings of this study imply that there are limited understandings surrounding the value that could be unlocked in commercializing research institutes’ innovations through PPPs. To the few existing PPPs, there is lack of integrative frameworks for the management of, and success of the PPPs. Anchored on promoting ideal collaborations in which all key values are honoured, the study proposes a framework that emphasizes a collaboration in which the public research institute concentrates on research and development, while the private firm partner uses her market analytics to focus on getting the product to the market.

Factor analysis of critical success factors for water infrastructure projects delivered under public–private partnerships

2019 ◽  
Vol 24 (3) ◽  
pp. 338-357 ◽  
Author(s):  
Khotso Dithebe ◽  
Clinton Ohis Aigbavboa ◽  
Wellington Didibhuku Thwala ◽  
Ayodeji Emmanuel Oke
Keyword(s):  
Factor Analysis ◽  
Critical Success Factors ◽  
Success Factors ◽  
Public Private Partnerships ◽  
Private Capital ◽  
Water Infrastructure ◽  
Infrastructure Projects ◽  
Content Type ◽  
The Public ◽  
Critical Success

Purpose The role of public–private partnerships (PPP) as a strategic initiative to improve and accelerate service delivery in the form of newly built and revitalised water infrastructure assets in developing countries cannot be over-emphasised. Hence, the purpose of this study is to assess and highlight the importance of critical success factors for water infrastructure projects delivered under public–private partnerships. Design/methodology/approach A survey design was used and a questionnaire was administered to stakeholders who have participated in delivering water infrastructure assets in South Africa. Out of 150 administered questionnaires, only 91 were returned and usable for analyses, representing a 61 per cent response rate. The data gathered were then analysed using descriptive and factor analysis. Findings The study revealed that thorough planning for project viability, high levels of transparency and accountability and a legal framework stipulating policy continuity are the CSFs for delivering water infrastructure projects under the PPP initiative. The findings emerging from factor analysis owing to a close variance revealed the importance of the following grouped factors, namely, public cooperation, project viability and policy and legislation enhancement. Practical implications From the results, it is clear that the public sector, as the facilitator of infrastructure development, should create an environment that is conducive for private capital through political will and commitment and the enhancement of policy and legislation where there is no or minimal private participation. Originality/value Adequate infrastructure investment from private capital promises to flourish economically and improve the living conditions of the public in the cities and the country at large. To further guarantee the reality of PPPs at a local level, the host government must adequately engage and enlighten the public.

Delivering value-for-money in PPPs? Risks and insights in change management

2017 ◽  
Vol 3 (2) ◽  
pp. 102-114 ◽  
Author(s):  
Steven McCann
Keyword(s):  
Success Factors ◽  
Major Change ◽  
Public Private Partnerships ◽  
Value For Money ◽  
Public And Private ◽  
The Public ◽  
Critical Success ◽  
Critical Junctures ◽  
Standard Management ◽  
Knowledge Policy

A fundamental benefit sought from Public Private Partnerships is risk transfer – or more explicit allocation of risks between the public and private partners. However, not all operating risks can be transferred or eliminated. The public partner retains residual risk and remains ultimately accountable for the delivery of public services. Sub-standard management of major change events can lead to poor value-for-money outcomes. In-depth insights are provided in this article into how the actual management of Public Private Partnerships may be carried out and dealt with by governments at critical junctures during the concession period. Key risks, issues and critical success factors are identified that can have profound effects on the achievement of intended outcomes. These considerations build upon existing knowledge, policy and guidance for Public Private Partnerships, both nationally and internationally, making this essay tangible and grounded for both academics and practitioners.

Critical success factors for public–private partnerships in affordable housing in the United Arab Emirates

2019 ◽  
Vol 13 (5) ◽  
pp. 753-768 ◽  
Author(s):  
Khalifa Alteneiji ◽  
Sabah Alkass ◽  
Saleh Abu Dabous
Keyword(s):  
United Arab Emirates ◽  
Affordable Housing ◽  
Critical Success Factors ◽  
Success Factors ◽  
Public Private Partnerships ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Critical Success ◽  
Gcc Countries

Purpose This study aims to identify the critical success factors (CSFs) in the implementation of the public–private partnerships (PPPs) in the United Arab Emirates’ (UAE) affordable housing sector. Design/methodology/approach A questionnaire survey was conducted to assess 17 CSFs for PPP projects derived from previous international and local studies. The collected data were analyzed using the relative importance index technique to establish the most significant factors based on feedback from 48 respondents from the public and private sectors. Findings The most identified CSFs were good governance, government guarantees, commitment and responsibility of the public and private sectors, favorable and efficient legal frameworks, political support and stability, and demand for and the debt-paying ability of the project. Research limitations/implications There has been rapid momentum in the UAE and other Gulf Cooperation Council (GCC) countries towards engaging the private sector in the provision of infrastructure and housing after increased pressure on government budgets and falling oil prices. Thus, this study encourages strong consideration of the highest-ranked CSFs in the absence of any prior experiences or studies. On a broader scale, these CSFs are an effective policy tool for the GCC countries, which share similar contexts. Originality/value This paper represents the first empirical study in the GCC region and the UAE on the CSFs for PPPs in affordable housing, which is experiencing growing demand in the region to overcome the large deficit in housing supply.

scholarly journals Management of IT Outsourcing in the Slovenian Public Sector – Material and Procedural Aspects

2014 ◽  
Vol 10 (1) ◽  
Author(s):  
Dalibor Stanimirović ◽  
Mirko Vintar
Keyword(s):  
Public Sector ◽  
Success Factors ◽  
It Outsourcing ◽  
International Studies ◽  
The Public ◽  
Critical Success ◽  
Depth Analysis ◽  
Contextual Framework ◽  
Role Of It

Public sector management in Slovenia has been following the trends in information technology (IT) outsourcing since the mid-nineties of the last century. Being aware of the complex role of IT in modern public sector organizations and its ubiquitous implications, the paper focuses on in-depth analysis of the critical success factors, benefits and risks within the concept of IT outsourcing, while employing the international studies and primarily the results of own research examining the current situation and identifying the main drivers for IT outsourcing in Slovenian municipalities. The paper additionally analyses the material, procedural and other relevant aspects within the process of IT outsourcing, provides an overview of its potentially positive and negative implications and eventually presents a contextual framework for management of IT outsourcing along with applicable guidelines for effective utilization and implementation of IT outsourcing in the public sector.

Conclusions and Implications

2011 ◽  
pp. 44-54
Author(s):  
Shannon H. Schelin ◽  
G. David Garson
Keyword(s):  
Empirical Data ◽  
Critical Success Factors ◽  
Success Factors ◽  
Chief Information Officer ◽  
Relative Importance ◽  
Public And Private ◽  
The Public ◽  
Extant Literature ◽  
Critical Success

The intended goal of this research is to illustrate the various factors that are critical to IT project success in the public and private sectors. Section I uses extant literature to summarize the importance of the 14 critical success factors, reviews the role of the chief information officer within the organization, and offers empirical data to attest to the hypothesized critical success factors. The concept of critical success factors was introduced by Daniel (1961) and popularized by Rockart (1978). In much of the literature, critical success factors refer to those few items that can make or break a project. Accordingly, the literature also indicates the relative importance of various critical success factors. By empirically testing an assortment of findings, this book offers a listing and ordering of 14 of the factors.

scholarly journals Key success factors of social services organizations in the public sector

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 231-255 ◽  
Author(s):  
Aldona Frączkiewicz-Wronka ◽  
Jacek Szołtysek ◽  
Maria Kotas
Keyword(s):  
Public Sector ◽  
Social Services ◽  
Success Factors ◽  
Average Score ◽  
Social Service Organizations ◽  
The Public ◽  
Key Success Factors ◽  
Interorganizational Cooperation ◽  
Critical Success ◽  
Future Success

AbstractKey success factors of social services organizations in the public sector The basic goal behind any action undertaken in an organization management is the will to achieve success. Key (or critical) success factors are the organization’s resources, competence and qualification that create its competitive advantage on a particular market at a given time, and are able to determine its possible future success. The aim of this article is to identify key success factors of the social service organizations in the public sector. The analysis of the overall evaluation of the distinct areas for an organization’s future success (calculated as the mean of each respondent’s rating of the items in the areas) demonstrated that, according to the respondents, staff competence is the most important (Table 14). This area’s mean rating amounted to 6.27 points in a seven-point scale. It should be stressed that the diversification of the items’ rating in the area was relatively low, with the standard deviation being 0.76 points. Such a value indicates that the respondents were rather unanimous in their evaluation of staff competence as of the utmost importance to an organization’s success. The items which weigh to an organization’s future success was rated very highly, at over 6 points, were service quality (mean: 6.07 points) and teamwork (mean: 6.07 points). Also the average score of funds accessibility amounted to 6 points. According to the respondents, the items of the least importance to an organization’s future success proved to be terms of employment (mean: 5.18 points) and interorganizational cooperation (mean: 5.66). However, it needs to be emphasis should be put on the fact that the respondents evaluated all the areas of the research as important, and the differences between the ratings of particular areas were relatively minor. Moreover, the diversification of these ratings might be described as little, as reflected in the values of standard variations that do not exceed 1 point, and in moderate values of range.

scholarly journals Factors Influencing the Success of ERP System Implementation in the Public Sector in the Kingdom of Bahrain

2016 ◽  
Vol 8 (12) ◽  
pp. 21 ◽  
Author(s):  
Omar Mohamed Bukamal ◽  
Rami Mohammad Abu Wadi
Keyword(s):  
Public Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
System Implementation ◽  
Erp System ◽  
The Public ◽  
Critical Success ◽  
Management Commitment ◽  
Top Management Commitment ◽  
High Level

<p>This study aims empirically to analyze the critical factors that impact the success of ERP system implementation in the public sector in the Kingdom of Bahrain and to clarify the benefits gained from the implementation. The study used a detailed questionnaire as a measuring instrument across the sample group to measure two main variables, the first being critical success factors (CSFs), and the second whether ERP implementation was successful or not. The CSFs are top management commitment and support, ERP system matching organization, business process re-engineering, vendor support, and training users.</p>Those factors found to have a significant impact on ERP system implementation and the results illuminate the high level of success in implementing ERP systems. While simultaneously demonstrating that an organization with a functioning ERP system does not achieve the desired benefits by default, but rather the organization requires certain Critical Success Factors (CSFs) to be present and in effect for those benefits to be achieved.

scholarly journals Critical Success Factors for Sustainable Public-Private Partnership (PPP) in Transition Conditions: An Empirical Study in Bosnia and Herzegovina

2020 ◽  
Vol 12 (17) ◽  
pp. 7121
Author(s):  
Goran Amović ◽  
Rado Maksimović ◽  
Sonja Bunčić
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Principal Component ◽  
Transitional Economies ◽  
Public Private Partnership ◽  
Public Private Partnerships ◽  
Private Partnership ◽  
Methodological Research ◽  
Critical Success ◽  
National Governments

In the initial stages of the adoption and institutionalization of Public-Private Partnerships (PPPs), national governments of transitional economies have accepted, developed, and organized Public-Private Partnerships with varying degrees of success. This study aims to investigate the critical success factors (CSFs) influencing the establishment of a sustainable Public-Private Partnership in transition conditions. In the first part of the paper, based on an extensive review of the literature, previous studies and relevant results in this field are presented as a background for this research. In the second part of this article, the survey used a factor analysis, which, with the application of the Principal Component Analysis and Varimax method with Kaiser normalization, has extracted four CSFs: (1) the establishment of a central PPP unit—knowledge center; (2) the establishment of a compatible legal/regulatory framework; (3) development of national PPP policies and strategies; and (4) standardization and transparency of the process. In the concluding remarks, the authors address the perspectives and methodological research constraints, examining possibilities to develop new knowledge and more efficient Public-Private Partnership implementation in the developing PPP markets of transitional economies.

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