External factors influencing the readiness for implementing public-private partnerships among public and private organizations in Yemen

Abstract

Purpose – This paper aims to examine the external factors that influence the implementation of the new concept of public-private partnerships (PPPs) in Yemen. Design/methodology/approach – This study used a self-administered questionnaire that was distributed to Yemeni organizations. Data were analyzed using factor analysis, with appropriate tests of reliability, consistency, correlation and multiple regression analysis. Findings – The findings indicate that implementation of PPPs are affected through the government policies, market readiness and environmental uncertainty. The empirical evidence also suggests that government policies are the main predictor to PPPs implementation in Yemen. The proposed conceptual framework can be useful in developing PPPs implementation. Originality/value – This study contributes to the existing literature on PPPs by providing empirical evidence to identify the external factors that influence the readiness to implement PPPs. Furthermore, the study adds value through its contextual originality, given that this study is the first to empirically use the readiness theory in PPP implementation. Moreover, this paper describes the first attempt to investigate the implementation of PPPs in the context of Yemen.

Critical performance factors of public sector organizations in concession-based public-private partnership projects

“…Conclusion drawn from Medurii and Annamalai (2012) on evaluation of the level of private sector investment in road sector in developing countries indicated that states having lower levels of corruption could be more conducive for successful implementation of projects. Cruz and Marques (2012), Al-shareem et al (2015) and Ameyaw and Chan (2015) provided an insight into the skills and experiences of officials in the PSOs in relation to performance of PPP projects. Cruz and Marques (2012) evaluated the performance of PPP contracts by the local governments in the school sector based on four Portuguese case-studies.…”

“…The study concluded that increasing the transparency in procurement consequently improved project success. In Al-shareem et al (2015), engagement of external participants was considered an external factors influencing readiness for implementing PPP projects among PSOs in Yemen. The significance of the level of skills and experiences of officials in the PSOs in relation to performance of PPP projects was further justified by findings of Ameyaw and Chan (2015) that public officials in most PSOs would require additional training in the PPP procurement process in the water sector in Ghana.…”

Infrastructure Public–Private Partnerships in Kuwait, Saudi Arabia, and Qatar

“…The Anglo-Saxon experiences of the United States, the United Kingdom, Australia, and Canada have attracted significant scholarly coverage (Pollitt, 2015). Recently, there has been growing contributions from continental Europe (Koppenjan, 2015; Teisman & Klijn, 2002), Scandinavia (Greve & Mörth, 2010; Petersen, 2010, 2011), Russia and Kazakhstan (Mouraviev & Kakabadse, 2015), China (Ke, Jefferies, Shrestha, & Jin, 2014), India (Vedachalam, Geddes, & Riha, 2015), Latin America (Vives, Benavides, & Paris, 2008), and the Middle East (Al-Shareem, Yusof, & Kamal, 2015; Jamali, 2004; Mistarihi, Hutchings, & Shacklock, 2013). However, Gulf Cooperation Council (GCC) states’ experiences have been overlooked in this literature (Biygautane, Hodge, & Gerber, 2016; Common, 2008; Pollitt, 2015).…”

The Influence of Organizational Culture and the External and Internal Factors on Performance Measurement System Adoption: A Conceptual Framework

“…Other researchers, also, such as Ambler, Kokkinaki, and Puntoni (2004), identified several factors that are important to adopt innovation, including new technology, outsourcing, competition and the growing importance of service industries. In addition, Al-Shareem et al (2015) reported that adopting new ideas is driven by environmental forces. Authors further claimed that the advent of new technology has greatly motivated organizations to promote a quality standard.…”