A performance measurement system for public–private partnerships: integrating stakeholder influence and process trans-period effect

Abstract

PurposeThe purpose of this study is for examining the evolution of stakeholder influence and the trans-period effect (TPE) of process performance of public–private partnerships (PPPs). TPE refers to the ripple effect of project performance across different phases of a PPP.Design/methodology/approachSocial network analysis is used to analyze each stakeholder’s influence on PPP performance. For examining the TPE, partial least squares structural equation modelling is conducted.FindingsThe performance in the five phases (e.g. initiation and planning, procurement, construction, operation and transition) of PPPs exhibits significant TPE. The stakeholder network varies in different phases. The most influential stakeholder is a public authority, followed by a public initiator and a private consortium.Research limitations/implicationsThe project type of PPPs is not considered in the stakeholder network analysis. Future work should focus on developing a multidimensional stakeholder network by considering the typology of the project. Moreover, the TPE cannot reflect the relationships between the KPIs in the different phases, and thus, further study is required.Practical implicationsThis research provides a useful tool for measuring the life cycle outputs and outcomes of PPPs through enhanced process-oriented performance measurement. The developed PMS enable practitioners to have a better understanding of the process performance of the projects and then ensure informed decision-making about actions to be required and taken to improve future performance.Originality/valueThis study contributes to knowledge of performance management by simultaneously addressing the process and stakeholder management theories within the context of PPPs. The proposed PMS provides an insight into managing stakeholders’ influences to enhance the life cycle performance of PPPs.