Government’s motives and investor’s commitment in public-private partnership procurement system adoption
, , oraz
07 lip 2025
O artykule
Kategoria artykułu: Research Paper
Data publikacji: 07 lip 2025
Zakres stron: 110 - 120
Otrzymano: 14 sie 2024
Przyjęty: 29 kwi 2025
DOI: https://doi.org/10.2478/otmcj-2025-0007
Słowa kluczowe
© 2025 Rapheal Abiodun Ojelabi et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Government’s motives for adopting public–private partnership
| Motivating factors | Public | Private | Overall mean | Remark |
|---|---|---|---|---|
| Mean | Mean | |||
| Resolve issues with public sector infrastructure budget limitations | 4.48 | 4.52 | 4.50 | Strongly agreed |
| Guarantee local economic development | 4.49 | 4.48 | 4.49 | Agreed |
| Better risk sharing | 4.38 | 4.59 | 4.48 | Agreed |
| Facilitate creative and innovative approach | 4.42 | 4.50 | 4.47 | Agreed |
| Accelerate infrastructure provision | 4.39 | 4.38 | 4.38 | Agreed |
| Saves time in delivering public projects | 4.31 | 4.37 | 4.35 | Agreed |
| Minimises corruption in public infrastructure procurement | 4.39 | 4.25 | 4.30 | Agreed |
| Invoked discipline in infrastructure provision | 4.36 | 4.25 | 4.29 | Agreed |
| Resolve public sector administrative cost | 4.10 | 4.29 | 4.23 | Agreed |
| Improve public infrastructure management and maintainability | 4.09 | 4.27 | 4.21 | Agreed |
| Provide incentive to new market penetration | 4.23 | 4.16 | 4.19 | Agreed |
| Enhances government integrated solution capacity | 4.09 | 4.24 | 4.19 | Agreed |
| Resolve inactiveness in traditional procurement of public infrastructure | 4.00 | 4.28 | 4.18 | Agreed |
| Minimised public fund fixed in capital project | 4.06 | 4.20 | 4.15 | Agreed |
| Enhances local’s capacity technologically and otherwise | 3.95 | 4.19 | 4.11 | Agreed |
| Better service delivery | 3.93 | 4.02 | 3.99 | Agreed |
| Time and cost predictability | 3.76 | 4.10 | 3.98 | Agreed |
Respondent characteristics
| Characteristics | Frequency | Percentage |
|---|---|---|
| Private | 113 | 41.24 |
| Public | 161 | 58.76 |
| Lagos state public procurement Agents | 91 | 33.2 |
| Contractor | 76 | 27.7 |
| Bureau of public procurement agents | 70 | 25.5 |
| Consultant | 26 | 9.5 |
| Financier | 11 | 4.0 |
| 1–10 years | 154 | 56.0 |
| 11–20 years | 116 | 42.0 |
| 21–30 years | 4 | 2.0 |
Factor loading on government’s motives for public–private partnership adoption
| Component | |||
|---|---|---|---|
| 1 | 2 | 3 | |
| Minimise public fund fixed in capital infrastructure projects | 0.759 | ||
| Improve public infrastructure management and maintainability | 0.654 | ||
| Resolve public sector administration cost | 0.627 | ||
| Guarantee local economic development | 0.523 | ||
| Enhanced local’s capacity technologically and otherwise | 0.482 | ||
| Invoked discipline in infrastructure provision | –0.651 | ||
| Trust in risk sharing | 0.538 | ||
| Time and cost predictability | 0.484 | ||
| Facilitate creative and innovative approach | 0.514 | ||
| Saves time in delivering public projects | . | 0.479 | |
| Accelerate infrastructure provision | –0.477 | ||
Pearson correlation on relationship between government’s motives and investors’ commitment
| Government’s motives | Technical service | Management service | Finance service | Operational service | |
|---|---|---|---|---|---|
| Public infrastructure maintenance, finance and economic benefits | Pearson correlation | 0.167** | 0.142 |
0.125 |
|
| Sig. (two-tailed) | |||||
| 274 | 274 | 274 | 274 | ||
| Trust and improved discipline in contractual relationships and predictable path in infrastructure delivery | Pearson correlation | 0.270** | 0.193** | 0.250** | 0.062 |
| sig. (two-tailed) | 0.303 | ||||
| 274 | 274 | 274 | 274 | ||
| Integrate innovative approach in enhancing infrastructure delivery | Pearson correlation | 0.136 |
0.021 | 0.097 | 0.074 |
| Sig. (two-tailed) | 0.724 | 0.110 | 0.225 | ||
| 274 | 274 | 274 | 274 |