Purpose
Globally, inadequate resources, skills deficiency and poor infrastructure have necessitated public-private partnerships (PPPs) as investment initiative for public sector projects. The purpose of this paper is to evaluate the key constructs for improved stakeholder management (SM) success in curbing PPP projects’ failure in developing countries to fill the research gap. Pre-stakeholder identification (PSI); implementation, monitoring and feedback (IMF) factors impact on PPP projects’ success in Ghana were examined.
Design/methodology/approach
In total, 16 models were studied as part of literature review followed by a qualitative three-round Delphi survey for SM key factors and validated using a quantitative questionnaire survey. The findings were analysed using structural equation modelling and a model fit test.
Findings
PSI, IMF factors directly influence PPP SM success model hence are key constructs. Furthermore, stakeholder consideration, a clear statement of objectives, adopting design and build are variables established as influencing PPP projects failures. Stakeholder identification, engagement, communication and analysis are generic factors.
Practical implications
Project managers can achieve stakeholder satisfaction and improve PPP projects delivery by considering the innovative PPP SM model. Furthermore, considering the identified factors and variables in holistic models will enhance stakeholder involvement thereby curbing PPP projects failure.
Social implications
Reducing PPP projects’ failure will enhance socio-economic growth.
Originality/value
PSI; IMF factors have never been included in holistic PPP SM model. They are proposed to curb PPP projects’ failure.
Though construction projects undertaken in developing countries are aimed at socioeconomic growth, the benefits cannot be realized without carefully considering project stakeholders management for successful delivery. This study identified and evaluated Critical Success Factors CSFs as part of a broader study aimed at "Developing Sustainable Stakeholder Management Framework for Developing Countries". An exploratory, qualitative survey was adopted. A questionnaire survey was used to validate 35 CSFs identified from the literature reviewed and Relative Importance Index for analysis. Early stakeholders' identification; managing culture and political environment; communication; project managers' competence; formal stakeholder management process was highly ranked. Five groups were also confirmed. The study contributes to the body of knowledge by validating CFSs for the Ghanaian construction industry.
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