David Eaton, Rifat Akbiyikli and Michael Dickinson
This paper identifies the theoretical stimulants and impediments associated with the implementation of PFI/PPP (Private Finance Initiative/Public Private Partnership)projects. A…
Abstract
This paper identifies the theoretical stimulants and impediments associated with the implementation of PFI/PPP (Private Finance Initiative/Public Private Partnership)projects. A current defect of this procurement approach is the unintentional constraint upon the innovations incorporated into the development of PFI projects. A critical evaluation of the published literature has been utilized to synthesize a theoretical model. The paper proposes a theoretical model for the identification of potential innovation stimulants and impediments within this type of procurement. This theoretical model is then utilised to evaluate four previously completed PFI projects. These project case‐studies have been examined in detail. The evaluation demonstrates how ineffective current procedures are. The application of this model before project letting could eliminate unintentional constraints and stimulate improved innovation within the process.The implementation of the model could improve the successful delivery of innovation within the entire PFI/PPP procurement process.
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Keywords
David Eaton, Rifat Akbiyikli, Teresa de Lemos, Louis Gunnigan, Rana Ozen Kutanis, Martin Casensky, Josef Ladra and Nabil El Sawalhi
The objective of this research is to identify the cross‐cultural similarities and differences of the implementation of the UK PFI procurement process in different contexts.
Abstract
Purpose
The objective of this research is to identify the cross‐cultural similarities and differences of the implementation of the UK PFI procurement process in different contexts.
Design/methodology/approach
The research methodology adopted was the SLEEPT approach. The identified features are examined from source material of various projects within the stated nations. A Delphic approach of confirmation by national collaborators from each country is utilised. Confirming and disaffirming features are examined utilising exogenous cultural drivers.
Findings
The conclusion of this research identifies cross‐cultural features of six different cultures presented as a “cultural compass” which will inform the development of future private finance initiative (PFI)/public private partnership (PPP) projects. The impact of this research will have implications for the appreciation of cultural similarities and differences of national “construction cultures” for effective project delivery of future PFI/PPP projects.
Originality/value
This paper offers an approach that can be generalised for adoption by nations considering the introduction of PFI as a procurement process.