Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 5 results ...

Azcarate-Aguerre, J F, Conci, M, Zils, M, Hopkinson, P and Klein, T (2022) Building energy retrofit-as-a-service: a Total Value of Ownership assessment methodology to support whole life-cycle building circularity and decarbonisation. Construction Management and Economics, 40(09), 676–89.

Haglund, P, Rudberg, M and Sezer, A A (2022) Organizing logistics to achieve strategic fit in building contractors: a configurations approach. Construction Management and Economics, 40(09), 711–26.

Kedir, F, Chen, Q, Hall, D M, Adey, B T and Boyd, R (2022) Formative scenario analysis of the factors influencing the adoption of industrialised construction in countries with high housing demand – the cases of Ethiopia, Kenya, and South Africa. Construction Management and Economics, 40(09), 690–710.

Qin, B and Green, S D (2022) The micro-practices of project organizing in the Chinese construction sector: a sensemaking perspective. Construction Management and Economics, 40(09), 655–75.

Wang, N, Wang, H and Zhang, K (2022) The dynamics of changes in PPP projects – a meta-case analysis approach. Construction Management and Economics, 40(09), 727–42.

  • Type: Journal Article
  • Keywords: Change management; meta-case analysis; case study; cognitive mapping; MANOVA; public-private partnership;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2022.2099561
  • Abstract:
    Changes in public-private partnership (PPP) projects are inevitable and often lead to project failure, hence, the management of changes in PPP projects are more challenging than with traditional projects. The complex nature of changes in PPP projects, however, lacks systematic investigation and a quantitative approach in current literature. To fill this gap, this study considers the development process of major changes in PPP projects from a whole-life cycle perspective. The findings reveal significant relationships between causes and negative change results, as well as the enlarged interactive effects of certain causes. Most of the negative changes occur at the operational stage and vary across different types of project and regions, but the pre-contract stage is the most critical stage to prevent future negative changes. Hence, more proactive change management strategies are suggested for the government decision makers and project managers. This study contributes to the body of knowledge in PPP literature by providing a meta-case analysis approach, which can improve the accuracy of case selection and facilitate statistical analysis. The findings can help the researchers and practitioners to better understand the nature of changes and manage them in a more efficient way.