PPP关键成功因素对绩效影响的实证研究
|
摘要
为探究PPP项目关键成功因素对绩效的影响机理,基于五大PPP关键成功因素和问卷调研数据,以信任和互惠性偏好为调节变量,运用阶层回归分析和偏最小二乘法(PLS)对PPP项目绩效进行实证研究。结果表明,五大关键成功因素对绩效影响显著,其中合理的风险分担影响最大。信任水平在风险分担、程序透明和绩效之间具有负向调节作用,信任水平在政策支持、公众支持、强大的私人联合体和绩效之间具有正向调节作用;互惠性偏好在五大PPP关键成功因素和绩效之间具有正向调节作用。PPP各参与方应优化组织间信任、加强互惠性偏好管理,充分发挥五大关键成功因素对绩效的促进作用,全面提高项目绩效。
In order to explore the influence mechanism of PPP project key success factors on performance,based on the five PPP key success factors and questionnaire survey data,trust and reciprocity preference were used as moderating variables,and hierarchical regression analysis and partial least squares(PLS) were used to conduct an empirical study on PPP project performance. The results show that the five key success factors have a significant impact on performance,among which the risk sharing has the largest impact. Trust level plays a negative regulatory role between risk sharing,process transparency and performance,and a positive regulatory role between policy support,public support,strong private sector and performance. Reciprocity preference plays a positive role in regulating key success factors and performance. PPP participants should optimize inter-organizational trust,strengthen reciprocal preference management,give full play to the role of key success factors in promoting performance,and comprehensively improve project performance.
In order to explore the influence mechanism of PPP project key success factors on performance,based on the five PPP key success factors and questionnaire survey data,trust and reciprocity preference were used as moderating variables,and hierarchical regression analysis and partial least squares(PLS) were used to conduct an empirical study on PPP project performance. The results show that the five key success factors have a significant impact on performance,among which the risk sharing has the largest impact. Trust level plays a negative regulatory role between risk sharing,process transparency and performance,and a positive regulatory role between policy support,public support,strong private sector and performance. Reciprocity preference plays a positive role in regulating key success factors and performance. PPP participants should optimize inter-organizational trust,strengthen reciprocal preference management,give full play to the role of key success factors in promoting performance,and comprehensively improve project performance.
引文
[1] OSEI-KYEI R,CHAN A P C. Review of studies on the critical success factors for public-private partnership(PPP)projects from 1990 to 2013[J]. International Journal of Project Management,2015,33(6):1335-1346.
[2]齐文韬,孔令祯.基于SEM模型的PPP项目绩效影响路径分析[J].武汉理工大学学报(信息与管理工程版),2017,39(3):202-207.
[3] BARBARA G,DARIUSZ S,DOROTA K. Project risk time management:a proposed model and a case study in the construction industry[J]. Procedia Computer Science,2015,64(2):69-80.
[4]徐海龙,王宏伟.科技型中小企业全生命周期金融支持研究:基于风险特征的分析视角[J].科学管理研究,2018,36(3):56-59.
[5]赵泽斌,满庆鹏.基于前景理论的重大基础设施工程风险管理行为演化博弈分析[J].系统管理学报,2018,10(1):109-117.
[6]李楠楠,王儒靓.论公私合作制(PPP)下公私利益冲突与协调[J].现代管理科学,2016,38(2):81-83.
[7] TETSUYA K,HUANG G W. Enhancing the discussion of alternatives in EIA using principle component analysis leads to improved public involvement[J]. Environmental Impact Assessment Review,2017,65(9):830-843.
[8] CROCKER J C,REES S,LOCOCK L. Developing a patient and public involvement intervention to enhance recruitment and retention in UK surgical trials[J]. International Journal of Surgery,2016,36(4):173-178.
[9]刘万琳,屈春丽,袁欣,等.三维视角下PPP项目关键成功因素研究[J].工程管理学报,2018,32(1):115-119.
[10] DOLOI H. Empirical analysis of traditional contracting and relationship agreements for procuring partners in construction projects[J]. Journal of Management in Engineering,2013,29(3):375-386.
[11] SUPRAPTO M,BAKKER H L M,MOOII H G. How do contract types and incentives matter to project performance[J]. International Journal of Project Management,2016,34(6):1325-1336.
[12] LIU S,WANG L. Influence of managerial control on performance in medical information system projects:the moderating role of organizational environment and team risks[J]. International Journal of Project Management,2016,34(1):102-116.
[13] NARMEEN K,MUHAMMAD S Z,SAJID B. The combined effects of managerial control resource commitment and top management support on the successful delivery of information systems projects[J]. International Journal of Project Management,2017,35(8):1219-1234.
[2]齐文韬,孔令祯.基于SEM模型的PPP项目绩效影响路径分析[J].武汉理工大学学报(信息与管理工程版),2017,39(3):202-207.
[3] BARBARA G,DARIUSZ S,DOROTA K. Project risk time management:a proposed model and a case study in the construction industry[J]. Procedia Computer Science,2015,64(2):69-80.
[4]徐海龙,王宏伟.科技型中小企业全生命周期金融支持研究:基于风险特征的分析视角[J].科学管理研究,2018,36(3):56-59.
[5]赵泽斌,满庆鹏.基于前景理论的重大基础设施工程风险管理行为演化博弈分析[J].系统管理学报,2018,10(1):109-117.
[6]李楠楠,王儒靓.论公私合作制(PPP)下公私利益冲突与协调[J].现代管理科学,2016,38(2):81-83.
[7] TETSUYA K,HUANG G W. Enhancing the discussion of alternatives in EIA using principle component analysis leads to improved public involvement[J]. Environmental Impact Assessment Review,2017,65(9):830-843.
[8] CROCKER J C,REES S,LOCOCK L. Developing a patient and public involvement intervention to enhance recruitment and retention in UK surgical trials[J]. International Journal of Surgery,2016,36(4):173-178.
[9]刘万琳,屈春丽,袁欣,等.三维视角下PPP项目关键成功因素研究[J].工程管理学报,2018,32(1):115-119.
[10] DOLOI H. Empirical analysis of traditional contracting and relationship agreements for procuring partners in construction projects[J]. Journal of Management in Engineering,2013,29(3):375-386.
[11] SUPRAPTO M,BAKKER H L M,MOOII H G. How do contract types and incentives matter to project performance[J]. International Journal of Project Management,2016,34(6):1325-1336.
[12] LIU S,WANG L. Influence of managerial control on performance in medical information system projects:the moderating role of organizational environment and team risks[J]. International Journal of Project Management,2016,34(1):102-116.
[13] NARMEEN K,MUHAMMAD S Z,SAJID B. The combined effects of managerial control resource commitment and top management support on the successful delivery of information systems projects[J]. International Journal of Project Management,2017,35(8):1219-1234.