• Critical Success Factors of the BOOT Procurement System: Reflections from the Stadium Australia Case Study

      Jefferies, Marcus; Gameson, Rod; Rowlinson, Steve (Emerald Group Publishing Ltd., 2002)
      Recent trends in the provision of infrastructure development indicate that the private sector is playing an increasingly important role in the procurement process. This trend has partly arisen out of a necessity for the development of infrastructure to be undertaken at a rate that maintains and allows growth. This has become a major challenge for many countries where it is evident that these provisions cannot be met by government alone. The emergence of Build-Own-Operate-Transfer (BOOT) schemes as a response to this challenge provides a means for developing the infrastructure of a country without directly impacting upon the government's budgetary constraints. The concepts of BOOT are without doubt extremely complex arrangements, which bring to the construction sector risks not experienced previously. This paper examines perceptions of BOOT schemes in order to develop a framework of critical success factors. The developed framework is then tested against a case study of Stadium Australia, and the outcomes of the comparison are discussed. (Emerald Group Publishing Limited)
    • The Perceptions of public and private sector managers: a comparison

      Worrall, Les; Cooper, Cary L.; Campbell, Fiona (University of Wolverhampton, 1998-09)
      The paper is based on a five year, UMIST-Institute of Management study into the changing nature of the Quality of Working Life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers in the public sector, the private sector and the (former public) utilities. The research indicates that there are significant differences in the impact of organizational change on managers in the three sectors with public sector managers and managers from the utilities having been more adversely affected. An analysis of managers' perceptions of their 'organization as a place to work', prevailing managerial styles in their organization and managers' perceptions of the 'changing nature of their job' also reveals wide differences between managers in the three different sectors.