Henjewele, C; Fewings, P and Pantaleo, D R (2013) De-marginalising the public in PPP projects through multi-stakeholders management. Journal of Financial Management of Property and Construction, 18(3), pp. 210-231. ISSN 1366-4387
Abstract
The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the existing literature. It considers the various problems encountered on PPP initiatives around the world that have led to public opposition and failure of some PPP projects. Two interconnected aspects are tackled: definition of the principal project stakeholder and the management of the principal project stakeholder, as a multi-stakeholder. The paper aims to discuss these issues. – Existing theory and practice of project stakeholder management is analysed through case studies and other sources, and the uniqueness of a PPP project environment, which influences PPP multi-stakeholder management approaches, is established. – Current tensions and public protests across Africa, North and South America, Australia and Europe around PPP projects are highlighted, and these seem to be centred on public stakeholders' marginalisation. It is found that the public outcry across continents is characterised by a marginalised public. – Results advocate a paradigm shift by accepting multi-stakeholding as central to PPP project management. A multi-stakeholder management model is proposed, which will move the public from the margins of the PPP project space to the centre where fundamental decisions are made from conception to facility ownership and operation. – The study takes a pragmatic approach to the problem of exclusion of the public in PPP projects. It is one of few studies to bring the public to the centre of PPP project processes.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | conceptual model; engaging the public; multi-stakeholders management; public-private partnerships; stakeholder's theory |
| Index terms: | project stakeholder, stakeholder management, partnership, case study, project management, paradigm, Australia, ownership, Europe, Africa |
| Subjects: | physical geography and landforms, sociology, education and knowledge transfer, Geography, participation process, project management theory and practice, data collection methods, regions and continents, economics, partnership management |
| Topics: | Stakeholder Management, Research Practice, Organizational Design, Project Management, Geographical Context |
| Descriptive scope: | 4 PCTE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here