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The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.

The prevalent practice of construction supply chain (CSC) in developing countries with a focus on Africa was presented in this chapter. Two African countries (South Africa and Ghana) were selected due to the extensive literature on the CSC emanating from the countries. The impediment to the effective management of the CSC in the two African countries was also examined in this chapter. It was discovered that the vital inhibition to the performance of CSC in developing countries is the adoption of culture from developed countries without a proper model for ensuring its implementation in developing countries. Also, no model has incorporated the principles and technologies of the fourth industrial revolution (4IR) to manage the CSC. The failure to adopt the 4IR technologies like block chain, big data and the internet of things has prevented the proper application of CSC practices in developing countries. CSC practices like collaboration, integration, lean supply chain, information sharing, financial management and communication are the primary practice in developing countries. Finally, this chapter called for the development of a model for managing the CSC in developing countries in alignment with the principles of the 4IR.

In this chapter, the nature and extent of corruption in the construction industry is considered from a worldwide perspective, but particularly in the context of research conducted in South Africa. The definition of corruption is expanded to include conflict of interest and unethical conduct. Corruption in the construction industry is found to be universal and pervasive, occurring in all areas, at all stages, at all levels, and in all forms. A simple triangular model of corruption is replaced by a more complex four-dimensional risk-based model. The challenge for the construction industry, in combating corruption, will essentially require multilateral action in all four dimensions of the enhanced model: eliminating and reducing opportunities where possible; relieving the pressures to commit corrupt acts; rebutting the rationales and arguments used to excuse corruption; and substantially improving and innovating more forensic methods of detection. While the decision to engage in corruption is risk-based, particularly in terms of the capacity to evade detection; in essence corruption is a cultural and moral issue for society.

Public-private partnership (PPP) power projects are associated with varying risk factors. This paper aims to develop a fuzzy quantitative risk allocation model (QRAM) to guide decision-making on risk allocation in PPP power projects in Ghana.

A total of 67 risk factors and 9 risk allocation criteria were established from literature and ranked in a two-round Delphi survey using questionnaires. The fuzzy synthetic evaluation method was used in developing the risk allocation model.

The model’s output variable is the risk allocation proportions between the public body and private body based on their capability to manage the risk factors. Out of the 37 critical risk factors, the public sector was allocated 12 risk factors with proportions = 50%, while the private sector was allocated 25 risk factors with proportions = 50%.

To the best of the authors’ knowledge, this research presents the first attempt in Ghana at endeavouring to develop a QRAM for PPP power projects. There is confidence in the model to efficiently allocate risks emanating from PPP power projects.

The purpose of this paper is to review research investigating the implications of public private partnership (PPP) schemes for public investment, focusing on the role and effects of accounting as it relates to the assessment, management, control, reporting, accountability and policy direction of these arrangements. Based on this review, it aims to offer reflections on future directions for this research agenda.

This paper derives five research themes adapted from the PPP research agenda outlined by Broadbent and Laughlin as a framework to guide a literature‐based analysis and critique of the relevant PPP literature published up to December 2010.

The review highlights the range of interesting contributions that extant accounting‐related research has made to current knowledge about PPP policy and procedure. From this, concentrations of research effort are identified (its largely technical, critical, procurement‐oriented and Anglo‐centric focus), and opportunities for future research are proposed. With regard to the latter, the opportunities proffered have in common a need to question the nature and functioning of PPPs, consider the complexities of PPPs in action, and explore connections between research and practice.

The main contributions this paper makes relate to understanding the “state of the art” of accounting‐related PPP research, the progress this research agenda has made in line with Broadbent and Laughlin's agenda, as well as insights into fruitful directions future research could take.

The purpose of this paper is to introduce the use of critical success factors (CSFs) of stakeholder management as a possible solution to reduce disputes experienced because of legal and regulatory issues in public–private partnership (PPP) projects.

This paper’s epistemological positioning adopted positivism and deductive reasoning to investigate the dispute phenomena on PPP projects. A survey strategy was adopted using a structured questionnaire and closed-ended Likert scales to collate primary data. Questionnaires were distributed to South African construction professionals using both purposive and snowballing non-probability sampling techniques. Data was analysed using summary statistical analysis of the CSFs identified from literature.

This study revealed that among the 19 CSFs identified, five factors were highlighted that could contribute to the alleviation of disputes between stakeholders in PPP projects, namely, adequate project planning and control; effective leadership; appropriate strategies for the management of stakeholders; confirmation of clear goals and objectives of the project; and effective communication.

The strength of this study lies in the evaluation and use of CSFs of stakeholder management as a possible solution to minimise or even avoid disputes as a result of legal and regulatory issues in PPP projects. By integrating the CSFs, the legal and contractual misconceptions of the PPP initiative are clarified. Such work represents a novel contribution to procurement practice in South Africa and maybe to other countries internationally who are grappling with similar issues.

This chapter delved into the multifaceted landscape of construction partnering, exploring its key aspects, promotion factors, and associated challenges. It examined how partnering principles are applied in various construction contexts, including stealth construction, where integration of advanced technologies and collaborative practices is pivotal. Moreover, it highlighted the significance of partnering in addressing crucial considerations such as environmental protection, health and safety, project delivery duration, aesthetics, and economy during and after the construction phase. Through collaborative efforts and shared responsibilities, construction partnering emerges as a cornerstone for achieving excellence and sustainability in the built environment.

The purpose of this paper is to present a quantified model for influential factors in the collaboration process in Building Information Modelling (BIM). BIM-based Construction Networks (BbCNs), which comprise teams of specialist organisations engaged to execute BIM-related activities, have become the centrepiece of collaboration in construction projects. In BbCNs, however, a lack of effective collaboration among teams remains a major barrier to receiving the full benefits of BIM. Despite this importance, the role of influential factors in collaboration in BbCNs has remained somewhat esoteric in nature in various previous studies, in which the present study attempts to address this gap.

To develop the quantified model for collaboration in BbCNs, primary empirical data was collected from a questionnaire survey of BIM experts in the construction industry. This data was subsequently analysed through the Partial Least Squares Structural Equation Modelling (PLS-SEM) technique using SmartPLS software as a viable and robust package for PLS-SEM analysis.

Quantification of associations to collaboration in BbCNs reveals that unlike the common beliefs espoused in previous studies on collaboration in BbCNs, the lack of BIM-related tools and technologies is no longer the key concern of effective collaboration in BbCNs. Instead, ethical and managerial factors including “ethical approaches”, “liabilities” and “BIM manager role” were found to be in need of more attention for effective collaboration in BbCNs.

Through presenting the first quantified model for collaboration in BbCNs, findings provide a point of reference for practitioners for coaching and managing teams. So too, the findings can be translated into a set of guiding principles for the world of practice for enhancing collaboration in BbCNs.

This paper makes a significant contribution to the field by quantifying the factors that impact collaboration within BbCNs settings. It meticulously assesses the degree of influence wielded by these factors and provides empirical numerical evidence to demonstrate that the lack of BIM tools and software is comparatively less concerning in fostering collaboration within BbCNs when contrasted with human-related factors. This original contribution surpasses prior qualitative evaluations by introducing a systematic framework for ranking and comparing other influential factors, thereby advancing relevant theoretical constructs into the realm of quantitative analysis.