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Introduction It is not always easy to define or distinguish with precision the difference between Management Education, Management Training and Management Development because each is but one of several related and overlapping activities aimed at improving the effectiveness of organisations. For management education, together with management development, organisational development and training, aim at influencing the making of future managers or improving the performance of incumbents. One problem is the sheer vastness of the literature on the subject, the terminological confusion, the rapidly changing intellectual terrain and the elasticity of the uses of these terms reflecting multiple purposes and functions that seem to be involved.

This study aims to discover the impact of failure factors on stakeholder coordination performance (SCP) in the finishing phase of high-rise building projects.

Firstly, this study identifies potential failure factors affecting coordination performance as well as criteria for measuring SCP in the finishing phase of high-rise building projects. Afterwards, a survey questionnaire is designed to collect data from high-rise building projects in Vietnam. Using the factor analysis method, the study discovers the failure constructs. A structural equation model is then built to uncover the relationships between failure constructs and SCP.

The study identified four failure constructs which could significantly affect SCP, namely traditional adversarial relationship (TAR), incompetent parties (IP), poor project planning and organization (PPO) and delays of parties toward construction works (DP). The developed model indicated that TAR, PPO and IP significantly affected stakeholders' coordination performance in the finishing phase of high-rise building projects.

The results of the study fill the gap in knowledge by discovering the causal relationships between failure constructs and SCP in high-rise building projects. The results might provide an initial guideline for stakeholders during the finishing phase of high-rise building projects to enhance their coordination performance.

This paper aims to develop a framework for the selection of private partners in the housing industry of Saudi Arabia under the scheme of the partnership between the public and private sectors.

By investigating criteria from a comprehensive literature review and experts input through surveys, developing further surveys incorporating decision-making methods: analytic hierarchy process (AHP) and multi-attribute utility theory (MAUT) to construct a framework for selection based on weightages and utilities.

The results identified criteria categorized under four categories: financial (C1), technical (C2), managerial (C3) and safety/environment (C4) and their sub-criteria. The study found that the main criteria were relatively close to each other in importance based on the subjective input of the experts with the technical and safety/environment criteria tying equally with 27% followed by the managerial with 24% and trailed by the financial with 22%.

The study and surveys were conducted for the Saudi market and the experts were within the country.

The study contributes to the Saudi housing initiative which is a part of the 2030 Vision and provides insight to international investors who would be willing to invest in the Saudi market; and to the literature as there is a notable lack of study on public-private partnership in housing in Saudi Arabia.

The public sector plays a critical role in the successful implementation of public–private partnership (PPP) projects. Thus, there is a need to holistically explore the public sector’s view on the implementation practices of PPP. This paper aims to explore and compare the public sector’s views on PPP practices in Ghana and Hong Kong.

Semi-structured interviews were conducted with PPP practitioners of senior authority in public institutions in both Ghana and Hong Kong. The interviews covered critical issues of PPP implementation practices such as motivations for engaging in PPP, success criteria/indicators, critical success factors (CSFs), external stakeholder management and training and education in PPPs.

The findings show that quick delivery of public projects and private sector efficiency are the reasons considered by both groups of interviewees. On the success criteria, interviewees from both jurisdictions mentioned user satisfaction, budget, time and quality. The CSFs mentioned by both groups include capacity building and training, project viability, proper planning and good feasibility studies. Sensitization programs, including open forums and community meetings, were mentioned by both groups as measures for managing external stakeholders. On the training and education, both groups mentioned international study tours and organizing courses and seminars.

The outputs of this study offer strategies that are very useful to international private developers who are interested in PPP practices in Africa and Asia. Further, the findings contribute to the knowledge on the international best practices for PPP.