A Knowledge Transfer Framework: the PFI context

Carrillo, Patricia M.; Robinson, Herbert; Anumba, Chimay J.; Bouchlaghem, NM

doi:10.1080/01446190600799224

Cited by 70 publications

(52 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Solely for the public sector, PPP projects often involve several of these actors, especially in those projects developed on Flemish territory [12] [15] [16]. PPP projects additionally consist out of several sequential stages, each with specificities and objectives [17]. Adding to this complexity is the implications of faulty project implementation, due to a lack of skill and/or expertise.…”

Section: Introductionmentioning

confidence: 99%

“…Transferring PPP related knowledge between stakeholders, and therefore, between public stakeholders is challenging due to this complexity, yet according to Carillo et al (2006) stand to nurture innovation and increase the public sector's ability to foster successful PPP projects [17]. This is since PPP-related knowledge sharing stands to remain relevant over long periods of time, may aid in overcoming divergent public sector goals and therefore stands to increase the public sector's capacity to successfully initiate, develop, implement and monitor PPP projects [17] [19].…”

Section: Introductionmentioning

confidence: 99%

“…This is since PPP-related knowledge sharing stands to remain relevant over long periods of time, may aid in overcoming divergent public sector goals and therefore stands to increase the public sector's capacity to successfully initiate, develop, implement and monitor PPP projects [17] [19].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Aerts

Haezendonck²

2017

AJIBM

View full text Add to dashboard Cite

The research aim is to develop and apply the conceptual inter-organizational knowledge transfer effectiveness (IOKTE) model to the inter-organizational transfer of Public-Private Partnership (PPP) related knowledge between public sector organizations in Flanders. The model assumes a relationship between an individual's ability to make PPP-related decisions and the extent to which knowledge is sought after, applied and shared in an inter-organisational manner within the public sector. The inter-organizational transfer of knowledge studied in this article is specific to PPP in Flanders and studied for public sector actors active at diverse policy levels. The aim is to uncover the extent to which the current system of inter-organizational knowledge transfer fits the user's satisfaction, expressed as the extent to which the use of the system improves the perceived decision-making on PPPs. The results indicate that searching for, sharing and using PPP-related knowledge sourced in public sector organizations improve the perceived decision-making ability. The research establishes that the current public sector PPP knowledge transfer system is perceived as being effective, yet for the assessment of its efficiency, insufficient data is found. Issues that stand to be improved are the fragmentation of the knowledge assets and the access across policy levels.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Aerts

Haezendonck²

2017

AJIBM

View full text Add to dashboard Cite

show abstract

“… the Health Board client (Holland, 2010);  the consortiums of companies and their supply-chains bidding to provide the project (Carrillo, 2006);  external government and local authority agencies;  established 'models of care systems' (Anthony & Hudson-Barr, 2004;Parand et al, 2014) for delivering healthcare services;  the Health Board's myriad of other suppliers;  extant government regulations including those for example fire and safety;  the professional and other (for example trade union) associations of the stakeholders;  other external stakeholders such as local industries, businesses and community groups, patient groups and their representative bodies;  local infrastructure systems such as gas, electricity, water and telecommunication systems serving the hospital;  other Health Boards, and other hospitals and healthcare facilities.…”

Section: Viewing Design Evaluation 'Sites' Within a Socio-technical Rmentioning

confidence: 99%

Evaluating the design of hospitals within a practice order network

O'Keeffe

Thomson

Dainty

2015

Construction Management and Economics

View full text Add to dashboard Cite

Design evaluation is a complex and rich social practice that is organised and distinguished by its practical understandings, rules, general understandings and teleoaffective structures. This praxiographic study of a major National Health Service (NHS) hospital project uses practice theory to investigate the concept of design evaluation as 'a practice'. By applying Theodore Schatzki's site ontology, design evaluation practices are revealed to respond to dynamic teleoaffective structures that highlight the role of both practical intelligibility and the intertwined impact of external policy stipulations. Through this theoretical lens, fresh insight into the actuality of NHS hospital design evaluation praxis is provided that questions some of the axioms upon which such processes are assumed to operate. In particular, the appropriateness of the decontextualised and deterministic processes currently found in UK Government design policy is questioned. It is posited that an approach to design evaluation grounded in Schatzki's practice theory has greater potential to improve the design quality of NHS healthcare buildings that could, in turn, improve patient healthcare outcomes.

show abstract

“…Examples include recent publications on: alliance contracting techniques (Clifton and Duffield, 2006); bidding (Zitron, 2006); contract negotiations (Ahadzi and Bowles, 2004); critical success factors (Li et al, 2005); innovation (Eaton et al, 2006); knowledge management and knowledge transfer (Carrillo et al, 2006); principal factors in creating value for money (Pitt et al, 2006); and relationship management (Smyth and Edkins, 2007).…”

Section: Academic Literaturementioning

confidence: 99%

Managing multiple markets: big firms and PFI

Leiringer

Schweber

2010

Building Research & Information

View full text Add to dashboard Cite

The Private Finance Initiative is frequently portrayed as a vehicle for change for the UK construction sector. Significant change in the working practices of construction companies are predicted as new business models based on whole-life value creation emerge. This paper shifts the focus of discussion from projected ideals and possible developments to the current situation. More specifically it focuses on the challenges which large firms participating in both PFI and traditional markets face. The analysis focuses on the relations between business units and on day-to-day challenges to greater long-term commitment, through life-service provision and greater integration between construction and service provision. The paper concludes with reflections on the contributions of this case to an appreciation of the effect of PFI on construction practice and to theorizing on organizations and strategic change.

show abstract

A Knowledge Transfer Framework: the PFI context

Cited by 70 publications

References 15 publications

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Evaluating the design of hospitals within a practice order network

Managing multiple markets: big firms and PFI

Contact Info

Product

Resources

About