Bernard Burnes, Michael Katsouros and Trefor Jones
Over the last 20 to 30 years, privatisation has become a world‐wide phenomenon. This article explores the rationale for and changing nature of privatisation. In particular, it…
Abstract
Over the last 20 to 30 years, privatisation has become a world‐wide phenomenon. This article explores the rationale for and changing nature of privatisation. In particular, it draws attention to the range of definitions of “privatisation” and the differing views on its effectiveness in providing improved services to consumers. The main focus of the article is a study of the privatisation of the Public Power Corporation (PPC) of Greece. Examines why and how it was privatised and discusses its future as a private enterprise. It shows that the structure and operation of the privatised PPC and the liberalisation of the Greek electricity market were, and will continue to be, determined principally by the EU's commitment to free market competition.
Details
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It is used on more daily scheduled flights than any other propeller driven aircraft and is exceeded by only the Boeing 727, 737 and DC‐9. In continuous production since 1966, this…
Abstract
It is used on more daily scheduled flights than any other propeller driven aircraft and is exceeded by only the Boeing 727, 737 and DC‐9. In continuous production since 1966, this aircraft has amassed more than seven million flying hours and its order book has now exceeded 800 units.
Deborah Hughes, Trefor Williams and Zhaomin Ren
This research aimed to test the hypothesis “The use of incentivisation with a gain/pain share of about 15 per cent is a precursor to the achievement of successful infrastructure…
Abstract
Purpose
This research aimed to test the hypothesis “The use of incentivisation with a gain/pain share of about 15 per cent is a precursor to the achievement of successful infrastructure partnering projects in South Wales”. This hypothesis arose from Egan's speech in 2008 discussing the success of partnering.
Design/methodology/approach
Two infrastructure projects in South Wales were chosen for the study. This research demonstrates that partnering is not suitable for all projects. Incentivisation places a focus on cost that can have a detrimental effect on the other aspects that exist within the oft quoted triangle of time, cost and quality.
Findings
Neither of the two case projects can be judged a success from the perspective of both parties. What represents success to one client would not equal success to the other. Overall it must be concluded that the hypothesis was not proven. Egan's view appears to be too simplistic to apply in all situations and is not always the key to success as he suggests.
Originality/value
This paper makes an original contribution by exploring if incentivisation can provide success within infrastructure projects in South Wales. The content of the paper will be of interest to clients, contractors and consultants engaged in formulating partnering contracts.