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Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

Purpose Public private partnerships (PPPs) face challenges in implementation and operation, and need efforts to improve their performance. The purpose of this paper is to review the PPP literature quantitatively and qualitatively, in order to establish challenge themes and set research directions. Design/methodology/approach More than 4,000 papers published between 2008 and 2017 were retrieved. From this collection, papers from five major international journals were selected to explore extant PPP research findings under six main PPP challenges including: challenges related to financial management, concession period and price determination, operational phase, risk management, PPP project procurement and stakeholder management (SM). Initially, the papers were categorised quantitatively into the identified challenges and subsequently the articles were qualitatively analysed and discussed. Findings Poor SM, the complexity of risk management models, project delivery time and cost overruns, inadequate consideration of whole life-cycle aspects and over-reliance on a Public Sector Comparator for evaluating PPPs are found to be the most commonly encountered issues. These all warrant more extensive attention and innovative solutions. Practical implications PPP projects have faced many challenges in practice and also existing research findings have limited application in practice. Challenges highlighted in this research can be a focus area in practice to improve the performance of PPPs. Originality/value No previous reviews have explored the challenges relating to PPP projects and how they can then addressed by further studies in the field. This review is intended to address that gap, and should help to shed light on further research directions to address the emerging challenges in PPP procurement.

Public–private partnerships (PPPs) must achieve legitimacy in the form of social acceptance from diverse audiences such as politicians, government agencies, private contractors, interest groups, and the general public. To advance understanding of such delicate balancing among multiple reference audiences, we adopt the lens of institutional theory to illustrate that PPPs inherently exhibit strong institutional complexity due to the presence of multiple institutional logics, making them organizationally challenging to manage. Our theoretical contribution includes the development of a set of propositions to form a conceptual model to explain not only why and how PPPs exhibit institutional complexity, but also how to respond to it through logic by combining strategies such as organizational hybridization.

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