Public Private Partnership (PPP) projects have attracted wide attention from academia and industry over the past 20 years, however, they have been plagued by certain factors. This study identified, classified, and evaluated the success factors that may affect PPP projects for achieving sustainability. First, a list of 32 critical success factors were categorized into 3 groups, then a questionnaire survey was conducted, with 108 responses received from experts, researchers, and PPP project managers in China. Second, using a fuzzy synthetic evaluation (FSE) method, stakeholder relationships (A1–A10), external environmental (B1–B8), and project management of a special purpose vehicle (C1–C14) collected data at three different factor group locations in PPP projects were used in this evaluation. The results obtained nine top factors: private sector financing capacity, government credit, government commitment or guarantee, completeness of legal framework, available financial markets, the feasibility study report and implementation, effectiveness of risk management, project investment, and cost control and revenue distribution. It was demonstrated that fuzzy synthetic evaluation techniques are quite appropriate techniques for PPP projects. The research findings should impact on policy development towards PPP and Private Finance Initiative (PFI) project governance.

This paper aims to use a hybrid algorithm for finding a common element of a fixed point problem for a finite family of asymptotically nonexpansive mappings and the set solutions of mixed equilibrium problem in uniformly smooth and uniformly convex Banach space. Then, we prove some strong convergence theorems of the proposed hybrid algorithm to a common element of the above two sets under some suitable conditions.

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PurposeUnder the background that engineering, procurement and construction (EPC) contracting model is introduced to adapt to the highly fragmented characteristics of prefabricated construction, the schedule management of general contractor is faced with the challenge of dynamic transmission and interaction of construction scheduling-related risk. The purpose of this paper is to develop the hierarchy of prefabricated construction scheduling-related risks from the perspective of the general contractor, and to analyze the transmission mechanism between risks. The paper also aims to further distinguish the difference of the impact degree of scheduling-related risks, and provide reference for formulating the strategy to alleviate the construction delay.Design/methodology/approachBased on a review of the literature on prefabricated buildings, this paper identifies 22 scheduling-related risks in construction from the perspective of the general contractor. Semi-structured interviews were then conducted to obtain experts' views on the interrelationships among these risks. Following this, their overall structure was determined by using a hierarchical structure established by using interpretive structural modeling (ISM), and Matrice d'Impacts Croisés Multiplication Appliqués à un Classement (MICMAC) technique was applied to classify them into four groups according to their driving and dependence powers.FindingsThe results indicate that the 22 scheduling-related risks in construction followed the inherent path of step-by-step transmission, and all of them could cause different degrees of delays in prefabricated construction. Among them, general experience in contracting projects, the use of emerging technologies and the completeness of the relevant standards and specifications were strong drivers of scheduling delays in construction, and should be prioritized by the general contractor in schedule management. The transitive link between scheduling risks can guide them in developing prevention strategies.Research limitations/implicationsData quality and reliability risks are the major drawbacks of semi-structured interviews. These were minimized by engaging experts with rich theoretical and hands-on experience in prefabricated construction projects. The hierarchical model only reflects static influence relationships, and so dynamic interactions among scheduling-related risks should be studied in future.Originality/valueThe primary value of this study is in its development of a hierarchical model by using the integrated ISM–MICMAC approach that reflects the interaction between scheduling risks in the construction of prefabricated buildings. The hierarchy of these risks and the results of a “driving-dependence power” analysis can guide the general contractor in taking targeted preventive measures to avoid scheduling delays in the construction of prefabricated buildings.

PurposeThis study aims to examine the impacts of formal and informal hierarchical governances (HGs) on the performance of mega-projects and the mediating role of contractor behavior (i.e. perfunctory and consummate behaviors) in these relationships.Design/methodology/approachA total of 375 valid data entries from managers representing 375 mega-projects were analyzed through path analysis.FindingsBoth formal and informal HGs exert positive effects on the performance of mega-projects. While formal HG positively affects contractor perfunctory behavior and contractor consummate behavior, informal HG affects contractor perfunctory behavior only. Contractor behavior mediates the relationship between formal HG and project performance.Research limitations/implicationsThe impacts of potential moderators (e.g. institutional arrangement and complexity) on the relationship between HG and contractor behavior have not been considered in this study.Practical implicationsThis study is useful for owners to enhance formal HG to improve contractor perfunctory and consummate behaviors, which in turn can enhance the performance of mega-projects.Originality/valueThis study expands the knowledge of mega-project performance management from the perspective of HG. It also contributes to the literature of contractor behavior within the context of mega-projects.