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Management of Unsolicited Public-Private Partnership Projects
Abstract
There are two major procurement routes for PPP projects; these are the traditional approach (solicited approach) and the unsolicited approach. Apparently, the traditional approach has been well documented and used across the world, however, the unsolicited has received little attention in the mainstream literature. In fact, many countries particularly those in the developing regions have increased their adoption of the unsolicited procurement method, meanwhile the unsolicited approach is tainted with allegations of corruption and nepotism. Further, it has been advocated that the unsolicited procurement method does not offer value for money to the public sector. Considering these, this chapter aims to holistically explore the salient issues in the management of unsolicited PPP projects. Specifically, the motivations behind its adoption and the effective ways of implementing it will be discussed using empirical evidence.
... Accordingly, a USP proposal is developed by any member of the public that is technically referred to as a "private party" (Takano, 2021;Osei Kyei & Chan, 2021). Upon receipt of the proposal, it is reviewed in order to determine its need. ...
... While the practice of procuring of unsolicited bids was unpopular with traditional procurement, in the last two decades USPs have become popular and more so in developing economies (Hodge, 2003). In national policy, USPs have been largely accommodated in the market of PPPs (GoU, 2015;Osei Kyei et al., 2021;Marques, 2017). The acceptance of unsolicited proposals has been largely due to the innovative character that unsolicited bids provide (World Bank, 2017;Osei Kyei et al., 2021). ...
... In national policy, USPs have been largely accommodated in the market of PPPs (GoU, 2015;Osei Kyei et al., 2021;Marques, 2017). The acceptance of unsolicited proposals has been largely due to the innovative character that unsolicited bids provide (World Bank, 2017;Osei Kyei et al., 2021). In chorus, posit that unsolicited proposals tend to provide innovative ideas that would have otherwise not been considered or unknown to the public entity. ...
Over the years the unsolicited PPP proposals also known as contractor facilitated financing proposal are gaining momentum. The purpose of this paper was to explore the practice of procuring unsolicited bids for PPPs from an international perspective to inform best practices for adoption in developing countries that are witnessing increasing offers from USP proponents. Existing literature acknowledges that unsolicited proposals (USPs) are largely unacceptable in traditional procurement but are acceptable in the environment of PPPs. While USPs are acceptable they have remained under researched as guidance on procedure for their management, remains relatively absent and at times shallow in national PPP policy, legal and regulatory frameworks. Based on a systematic review of literature, the study provides guidance on how to manage USPs in developing countries that are experiencing a rise in PPPs and USPs.
... In general terms, unsolicited proposals (USPs) are proposals submitted by private firms to public sector agencies without prior solicitation or request (Hodges and Dellacha 2007;Marques 2018;Osei-Kyei and Chan 2021). Popular in several developed and developing countries, USPs usually serve as: an alternative to the traditional project initiation method where the private sector, rather than the government, takes the leading role in identifying and developing a project. ...
Purpose
The novel coronavirus (COVID-19) pandemic has left nations around the world scrambling to procure emergency healthcare capacity, services and equipment. To meet this unprecedented demand on global healthcare systems, governments are increasingly looking to partner with the private sector via public-private partnerships (PPPs). However, the protracted procedures of traditional PPP procurements are not suitable for times of crisis. This is where unsolicited proposals (USPs) may play a pivotal role.
Design/methodology/approach
To explore the relevance of USPs for the current pandemic, this Viewpoint paper describes both the advantages and challenges of USPs, discusses the emergence of several PPPs to combat COVID-19 as well as some of the ad hoc processes governing current USP consideration, highlights an example of streamlined USP solicitation from Pennsylvania’s Department of Transportation and articulates a pragmatic and practical approach for encouraging and procuring healthcare USPs.
Findings
This Viewpoint paper concludes that USPs could play a crucial role in the COVID-19 pandemic as boundary spanners between public agencies and the private sector in the PPP procurement process.
Social implications
Deploying proactive and strategic healthcare PPPs at speed and scale through digital USP platforms may help mitigate the pandemic’s long-term effects. Digital USP platforms may also serve as crucial tools for effective crisis communication, decision-making and partnership.
Originality/value
Using the digital USP platforms proposed in this paper, infrastructure organizations can develop and maintain effective partnerships with other sector organizations prior to and during crises like COVID-19.
... In general terms, unsolicited proposals (USPs) are proposals submitted by private firms to public sector agencies without prior solicitation or request (Hodges and Dellacha 2007;Marques 2018;Osei-Kyei and Chan 2021). Popular in several developed and developing countries, USPs usually serve as: an alternative to the traditional project initiation method where the private sector, rather than the government, takes the leading role in identifying and developing a project. ...
The novel coronavirus (COVID-19) pandemic has left nations around the world scrambling to procure emergency healthcare capacity, services, and equipment. To meet this unprecedented demand on global healthcare systems, governments are increasingly looking to partner with the private sector via public-private partnerships (PPPs). However, the protracted procedures of traditional PPP procurements are not suitable for times of crisis. This is where unsolicited proposals (USPs) may play a pivotal role. In order to explore the relevance of USPs for the current pandemic, this Viewpoint article describes both the advantages and challenges of USPs, discusses the emergence of several PPPs to combat COVID-19 as well as some of the ad hoc processes governing current USP consideration, highlights an example of streamlined USP solicitation from Pennsylvania’s Department of Transportation (PennDOT), and articulates a pragmatic and practical approach for encouraging and procuring healthcare USPs. This Viewpoint article concludes that USPs could play a crucial role in the COVID-19 pandemic as boundary spanners between public agencies and the private sector in the PPP procurement process. Deploying proactive and strategic healthcare PPPs at speed and scale through digital USP platforms may help mitigate the pandemic’s long-term effects. Digital USP platforms may also serve as crucial tools for effective crisis communication, decision-making, and partnership. Using the digital USP platforms proposed in this article, infrastructure organizations can develop and maintain effective partnerships with other sector organizations prior to and during crises like COVID-19.
Purpose: The purpose of this study is to explore the motivations of governments for adopting
unsolicited proposals for public-private partnership (PPP) project implementation.
Design/methodology/approach: A comprehensive review of literature was conducted to derive a list of motivations for adopting unsolicited PPPs. Subsequently, an empirical questionnaire survey was conducted with international PPP experts. Inter-rater agreement (IRA) analysis, mean significance index and independent two-sample t-test were used for data analysis.
Findings: Results reveal four very critical motivations for governments’ interest in unsolicited PPPs; these include: “enhance private sector innovation and creativity in PPPs”, “lack of public sector capacity to identify, prioritise and procure projects”, “lack of private investors’/developers’ interest in projects at remote areas” and “rapid implementation of PPP projects”. Further analysis shows that developing and developed countries view the significance of three motivations differently.
Research Limitations: The major limitation lies in the fact that this study only focused on the general motivations/rationale for using unsolicited PPP proposals and did not thoroughly examine and consider the inherent property of motivations (i.e. push and pull theories). Therefore, future studies should explore the ‘pull and push’ motivations for adopting unsolicited PPPs within a specific country or region.
Originality/value: The research outputs inform international private developers of the key expectations of governments/public departments when submitting unsolicited PPP proposals for consideration by the public sector. Further, the outputs will enable governments/public departments and private proponents to derive performance objectives and standards for unsolicited PPP projects.
Over the years, there has been an increasing trend in the use of unsolicited proposals for public-private partnership (PPP) project implementation. However, most of unsolicited PPPs are often characterized as controversial and offer poor value for money. This paper aims to investigate the strategies for effective management of unsolicited proposals for PPP implementation. In addition, the commonly used and most suitable tendering methods for managing unsolicited PPP proposals are explored. Results reveal seven critical strategies for managing unsolicited PPP proposals, these include; existence of well-structured and clear policy guidelines for unsolicited proposals; thorough assessment of value for money, innovation, cost and risks of proposals; employment of highly skilled and competent staff during evaluations of proposals; competitive, fair and transparent tendering process; extensive public consultation and stakeholder engagement; comprehensive evaluation of the impact of unsolicited proposals on sector/ national policy; and adequate protection of intellectual property rights of the original proponent. Further, “regular procurement” and “best and final offer” are the commonly used and most suitable tendering methods respectively. The research outputs inform policy makers and private proponents of the key measures required in achieving value for money and wider social benefits for unsolicited PPPs.
Purpose: The purpose of this paper is to empirically compare the risk factors in public-private partnership (PPP) projects in developing and developed countries, represented by Ghana and Hong Kong respectively.
Design/Methodology/Approach: A structured questionnaire survey was conducted with PPP practitioners in Ghana and Hong Kong. One hundred and three valid responses were received for analysis. Kendall’s coefficient of concordance and mean significant index were used for data analysis.
Findings: The results show that respondents from Ghana ranked country risk factors higher, whereas their Hong Kong counterparts ranked project-specific risks higher. The top five significant risks in Ghana are corruption, inflation rate fluctuation, exchange rate fluctuation, delay in project completion and interest rate fluctuation. In Hong Kong, the top five significant risk factors are delay in land acquisition, operational cost overruns, construction cost overruns, delay in project completion and political interference.
Original value: The results of the study inform international investors of the appropriate risk mitigation measures and preventive actions to employ when engaging in PPP arrangements in any part of the world. Further, governments who are yet to employ the PPP concept would be informed of the prevailing risk factors in other neighbouring countries (i.e. developing or developed countries).
Public-Private Partnership (PPP) projects success is the ultimate goal of practitioners and government organizations. In this regard, the last decade has seen considerable research into the critical success factors (CSFs) for PPP projects. However, a very important subject which has received very little attention in the normative literature is the success criteria for PPP projects. This paper examines the general perception of purposively sampled international PPP experts on a set of 15 PPP projects success criteria derived from literature. The survey results show that all the success criteria are critical; however seven are very critical. These include: effective risk management; meeting output specifications; reliable and quality service operations; adherence to time; satisfying the need for public facility/service; long-term relationship and partnership; and profitability. The findings of this study are impactful because they inform practitioners on the key measures to consider when evaluating the success of PPP projects. More research should be conducted to further develop a composite success index that could be used to objectively assess the success levels of different PPP projects. In addition, the perceptions of different stakeholders on PPP projects success criteria and the causal relationship between CSFs and success criteria for PPP projects should be investigated.
In contemporary times, Public–Private Partnership (PPP) in transport infrastructure has gained considerable attention in developing regions following its success in the developed countries. However, Sub-Saharan Africa (SSA) is among the developing regions with few transport PPP projects and among the regions with high number of failed projects. Meanwhile the region's transport infrastructure need far exceeds it current provision. This paper therefore aims to examine the project experiences (success and failure factors) of three highly profiled transport PPP projects, namely the Lekki toll road concession project (Nigeria), N4 toll road (South Africa/Mozambique) and Port of Maputo (Mozambique) in order to develop policy measures for effective future implementation. The experiences of the three projects show that transport PPP policy is indeed feasible in SSA. However, to realise its full applicability, proper policy actions and measures must be carefully observed and these include effective and efficient stakeholder management, transparent and competitive tendering process, high participation of local investors, stable macro-economic conditions and strong government commitment and regulatory framework. The projects experiences and policy actions developed are impactful in accelerating transport infrastructure development through PPP approach in SSA. Hence it is hoped that policy-makers and practitioners would be informed on the key strategies to employ in implementing future projects.
Appropriate risk allocation (RA) between public and private sectors according to their risk management (RM) capabilities is crucial for the success of public-private partnership (PPP) projects. The RA process in PPP water projects is examined, and a methodology based on fuzzy set theory is outlined with RA principles that can be used by public-private participants to arrive at fair RA decisions. Empirical data based on an industry-wide three-round Delphi questionnaire survey is used in this study to outline the methodology. The fuzzy set theory is employed for the RA analysis because it deals well with the complex multi-criteria problem of, and precisely accounts for the fuzziness inherent in human cognitive process that characterize, RA decision-making. Five risk factors are evaluated on each RA principle, analysed and assigned between the public and private sectors. The results show that it is appropriate to allocate risks according to both sectors’ RM capability to manage them, using established RA principles and fuzzy set theory. The methodology renders the decision-making process more systematic and practical because the fuzzy theory approach allows decision makers to express their evaluations of both sectors’ RM capabilities in descriptive qualitative terms. The results should assist public clients to establish efficient RA strategies and develop balanced RA schemes for PPP contracts, with a view to achieving a mutually acceptable RA with the private sector.
Public Private Partnership (PPP) projects are typically initiated through solicited or unsolicited proposals. The difference between the processes according to the proposal mode often leads to different levels of involvement and responsibilities for the public and private sectors. However, no robust research exists to capture the differences, depending on the proposal mode, in the roles and involvement of project participants and the impact of those differences on project success. This study intends to explore the critical organizational success factors contributing to the success of PPP projects according to the proposal mode and to provide practical recommendations for project success from organizational perspectives. To assess the factors, 141 questionnaire surveys were conducted with participants in 32 PPP projects. The major findings indicated that “Project Implementation Capability” had the most critical influence on solicited projects, whereas “Risk Sharing and Mitigation Strategies” was the most significant in unsolicited projects. In addition, “Interorganization Coordination” among project participants was essential to the success for both solicited and unsolicited projects. Government roles and involvement were also critical, although their contributions were relatively less important than other critical organizational success factors. Based on the findings, practical recommendations were provided for the success of solicited and unsolicited projects.
A critical issue in public-private partnerships (PPPs) in international infrastructure development is the selection of the right private-sector partner. This necessitates a best value source selection methodology in which the establishment of a set of appropriate selection criteria is a prerequisite. Various important selection criteria have been identified through a literature review of previous studies on critical success factors; experience drawing and lessons learning from international PPP practices; examination of selection criteria used in worldwide PPP projects; and interviews/correspondence with international PPP experts and practitioners. These identified criteria are classified into four evaluation packages for PPP projects in general: (1) financial, (2) technical, (3) safety, health, and environmental, and (4) managerial. The relative importance of these evaluation packages and the relative significance of the criteria within each package have been statistically analyzed based on a structured questionnaire survey of worldwide PPP expert opinions. These statistical analyses include validity and reliability analysis, Mann Whitney U tests, direct comparisons of mean criterion significance indexes and criterion rankings between respondents across public, private, and academic sectors, and a general rank agreement analysis across sectors for each evaluation package. These research outputs would facilitate the formulation of a multicriteria best value source selection methodology for PPP projects in general and the development of both objective and subjective evaluation criteria to select the right private-sector partner for a particular PPP project.
The Critical Success Factors for Public–Private Partnership is a major research interest worldwide therefore this paper aims to methodically review studies on the CSFs for implementing PPP from some selected top tier academic journals from 1990 to 2013 (years inclusive). The search results indicated an increased research interest in the exploration of PPP CSFs since 1990. The mostly identified CSFs are risk allocation and sharing, strong private consortium, political support, community/public support and transparent procurement. It was further noticed that Australia, the U.K., China and Hong Kong have been the countries of focus for most research studies on PPP CSFs. Finally the research approaches adopted are case study, questionnaire survey and mixed methods. The findings revealed provide an overview of CSFs for PPPs in order to enhance future implementations. Moreover a checklist of CSFs for PPPs has been developed, which could be adopted for further empirical studies.
In the global infrastructure market, unsolicited public-private partnership (UPPP) proposals have been promoted, and a number of countries have established incentive programs to encourage such proposals. Although public-private partnerships (PPPs) have been growing in the United States, development of infrastructure through UPPP is still an area in need of further development. In this research, 18 major national and international PPP companies working in the United States were surveyed about their perceptions of unsolicited PPP proposals in terms of the management of such proposals, adequacy of regulations, incentive programs, procurement stages and negotiations, procurement time and fees, and competing proposals. The analysis shows that a significant percentage of the surveyed companies has pursued, shortlisted, or awarded UPPP. Surprisingly, little less than half of the surveyed companies would not encourage UPPP in the United States. The reasons were rooted in government mismanagement of UPPP, transparency problems, and the lack of competition. The companies reported a lack of adequate guidelines and complained about the short bidding times for preparing competing proposals. The majority of the companies were not in favor of the UPPP incentive programs. It was concluded that significant work is needed for improving UPPP regulations and procurement processes.
Project success is a complex and often illusory construct. Nonetheless, it is crucially contingent towards enabling appropriate and effective allocation of resources in project management practice. Mass house building projects (MHBPs) represent one of the largest and most established project-based sectors of the construction industry in most developing economies. Above all, the management skills required on these projects differ significantly from the one-off projects often encountered in the construction industry. While some success criteria may be common across project types, there is no denying the fact that some determinants of success are likely to be unique to projects of specific characteristics. This research sets out to address what constitutes the determinants of success in MHBPs. A questionnaire survey is used to establish property developers’ perception of critical success criteria in MHBPs in Ghana. Data analysis (involving one-sample t-test) reveals some interesting findings in regard to how property developers perceive the importance of the project success criteria. Factors analysis reveals four underlying clusters named in order of their significance as environmental-impact, customer satisfaction, quality and cost and time. This systematic approach towards understanding the taxonomy of the success dimension in MHBPs is important for re-enforcing effective project management practices in this significant sector of the construction industry.
Purpose
– With the increasing interest in public private partnership (PPP), there is a need to investigate the factors contributing to successful delivery of PPP projects. The purpose of this paper is to analyze the perceptions of respondents from Hong Kong, Australia and the UK on the importance of 18 such factors.
Design/methodology/approach
– An empirical questionnaire survey was conducted in Hong Kong and Australia. The survey respondents were asked to rate 18 factors which contribute to delivering successful PPP projects.
Findings
– The findings from this survey were further compared with the results achieved by a previous researcher in a similar survey conducted in the UK. The comparison showed that amongst the top five success factors ranked by Hong Kong respondents, three were also ranked highly by the Australians and British. These success factors included: “Commitment and responsibility of public and private sectors”; “Strong and good private consortium”; and “Appropriate risk allocation and risk sharing”. Therefore, it can be concluded that there are certain common critical success factors for conducting PPP projects, irrespective of the geographical locations.
Originality/value
– The findings presented in this paper have highlighted the most significant critical success factors which may be applicable to all jurisdictions, and also those which are specifically for Hong Kong and Australia. It is believed that the participants of future PPP projects can use these findings to maximize the success of conducting similar projects.
Public-private partnerships (PPPs) are increasingly used in the United Kingdom's public facilities and services provision through the Private Finance Initiative (PFI). Despite some casualties, PPP/PFI projects have been undertaken successfully, but the reasons for success are not entirely clear. Questionnaire survey research examined the relative importance of 18 potential critical success factors (CSF) for PPP/PFI construction projects in the UK. The results show that the three most important factors are: 'a strong and good private consortium', 'appropriate risk allocation' and 'available financial market'. Factor analysis revealed that appropriate factor groupings for the 18 CSFs are: effective procurement, project implementability, government guarantee, favourable economic conditions and available financial market. These findings should influence policy development towards PPPs and the manner in which partners go about the development of PFI projects.
Green business parks (GBPs) are a promising way of achieving more sustainable industrial and business development. After a comprehensive literature review of the origin of GBPs and the current research, this study identified that the lack of project management strategies for such projects hinders the development of GBPs. Based on comparisons against conventional business parks, this study aimed to (1) identify the critical success factors (CSFs) for GBPs and (2) assess the criticalities of the CSFs and their impacts on project management goals. To achieve the objectives, 30 CSFs were identified from an intensive literature review. The results from a questionnaire survey of 40 experts in Singapore and postsurvey interviews indicated that the criticalities of CSFs in GBPs were different from those in conventional business parks (CBPs), and the top three CSFs with the largest difference in criticality between GBPs and CBPs were effective marketing of the business park, involvement of Green Mark Managers/Professionals, and planning guidelines for business parks. The results further identified that the top three CSFs for GBPs were strong top-management support, strong financial capability, and adequacy of design details and specifications. In addition, the results revealed that the CSFs had higher criticalities in project cost than project schedule and quality. The findings from this study not only fill the gap in the project management research on GBPs but also help practitioners identify specific adjustments to the development practices for CBPs. In addition, this study enables practitioners to customize their own list of CSFs in their GBP development projects based on the factors identified in this study, which will aid in efficiently achieving more sustainable industrial and business developments.
Purpose
Lack of competition in procurement processes may affect the sustainable procurement due to overpriced and low-quality infrastructure. The purpose of this paper is to investigate the current practices in Malaysian public-private partnership (PPP) in handling unsolicited proposals within PPP and to suggest ways in which the practices can be improved to achieve sustainability.
Design/methodology/approach
Case study was conducted within which 13 semi-structured interviews were carried out with different groups: the policy makers, the practitioners and the experts. The study also scrutinised published guidelines and relevant regulations used by in management of unsolicited proposals in Malaysian PPP.
Findings
The Government of Malaysia welcomes unsolicited proposals from the private sector, even though it does not publish any established mechanisms to handle such proposals. Lack of competition in unsolicited proposals is a major concern in achieving sustainable goals of procurement. This could be addressed by introducing a competitive element to unsolicited proposals.
Originality/value
There are limited study and reports on the implementation of unsolicited proposals by the Malaysian Government. Besides adding to the literature, this paper reveals the management of unsolicited proposals. Most importantly, it is useful in assisting potential Malaysian PPP stakeholders and investors in what to expect, based on findings from the actual practice.
Purpose
– This paper aims to explore the critical success factors (CSFs) necessary for adopting public private partnerships (PPPs) in both Mainland China and Hong Kong.
Design/methodology/approach
– An empirical questionnaire survey was conducted with relevant experienced practitioners in Mainland China and Hong Kong.
Findings
– Both Mainland China and Hong Kong have been keen to deliver more infrastructure service projects through PPP mode, with the former aiming to meet its rapidly growing infrastructure demand and the latter uplifting its efficiency further. The results indicate that Hong Kong does not regard multi‐benefit objectives as importantly as Mainland China. Mainland China on the contrary felt more concerned with an equitable risk sharing mechanism, which is understandable given the problems affecting the financial market in Mainland China.
Originality/value
– It is anticipated that the results presented in this paper will assist both the public and private sectors to deliver PPP projects more successfully.
Public Private Partnership (PPP) employs private sector expertise and skill to provide public goods and services. We examine three community PPP projects to identify critical success factors of the project outcomes. Two conclusions particularly stand out: first, the project must be aligned with both the public and private parties' business and service plans, and second, appropriate management structures and procedures must be established for obtaining this alignment. The latter effect recognizes the need to implement appropriate project governance practices including management discipline and expertise. We investigate these ideas further and present specific guidelines for PPP project design and implementation.
Public Private Partnerships (PPP) have been used extensively in both developing and developed countries in delivering various types of projects, ranging from road construction, railway transport systems to health care facilities and schools. Critical success factors of PPP schemes at the implementation stage were identified. It is however more important for decision-makers to identify the factors for feasibility evaluation of adopting the PPP at the outset. This study aims to explore the key successful ingredients to be assessed at the initial stage of PPP projects as perceived public sector, private consortium and general community so as to attain a “triple win” scenario, via a questionnaire survey and a series of expert interviews conducted in Hong Kong. Survey results indicate that the most critical factor for evaluating the feasibility of PPP projects, especially to the general community, is an acceptable level of tariff. Cost effectiveness and financial attractiveness are the most important evaluation factors as ranked by the public sector and private consortium respectively. In addition, the existence of a long-term demand for the proposed services, availability of strong private consortium, alignment with government’s strategic objectives, as well as reliable service delivery are also rated as highly important to the success of PPP schemes. Addressing the tripartite expectations is indispensable to ensure the feasibility and successful delivery of public services and infrastructure projects via PPP schemes.
Two common approaches have been used by governments for the implementation of public-private partnerships (PPPs): a finance-based approach that aims to use private financing to satisfy infrastructure needs, and a service-based approach that aims to optimize the time and cost efficiencies in service delivery. The implementation of PPPs, however, may suffer from legal, political, and cultural impediments. In the United States, the federal government enabled a number of acts to ease the impediments and promote PPPs for infrastructure development. Based on a detailed analysis of PPPs in the United Kingdom and British Columbia, Canada, this paper describes principles that would characterize the implementation of PPPs at the program level (e.g., whether the implementation is successful). The principles pertain to the: availability of a PPP legal framework and implementation units; perception of the private finance objectives, risk allocation consequences, and value-for-money objectives; maintenance of PPPs process transparency; standardization of procedures; and use of performance specifications. Guidelines for successful implementation are explained and discussed in the context of the United States PPPs experience and impediments.
Different types of public-private partnerships (PPPs) have been practiced in worldwide infrastructure development with diverse results and a variety of problems have been encountered. A number of factors combine to determine the success or failure of an infrastructure project in terms of its objectives. There is an urgent need for a workable and efficient procurement protocol for improved practices in future PPP projects. As an important step toward the development of such a protocol, this study identifies, analyzes, and categorizes various critical success factors (CSFs) for PPPs in general based on a public-private win-win principle and a systematic research approach that includes case studies, literature review, and interviews/correspondence with international experts. A CSF package is developed that contains five main CSFs, each including a number of success subfactors (SSFs). Relative significances of these CSFs and SSFs are examined based on the results of a questionnaire survey of international expert opinions. Agreement analysis shows that there is a good agreement in the ranking of these CSFs and SSFs between respondents from the industrial sector and those from the academic sector.
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- J Hodge
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- P Neves
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