Curbing PPP construction projects’ failure using enhanced stakeholder management success in developing countries

Abstract

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.