Date of Conferral



Doctor of Business Administration (D.B.A.)




Gregory Washington


In the United States, some public-private partnerships (PPPs) have cost taxpayers millions of dollars due to poor project performance or management. Grounded in the critical success factors (CSFs) framework, the purpose of this qualitative multiple case study was to explore strategies for PPP leaders to use to identify and manage critical success factors (CSFs) to offset barriers to profitability. Understanding and using effective strategies for both profitability and project success are vital to PPP value as a procurement method and private investment opportunity. The participants comprised 5 former leaders of PPPs in the southeast region of the United States with successful experience in PPPs. Semi structured interviews, internal and external documents, and the company’s website were included in the data collection process. A thematic content analysis was used to analyze the data. Three salient themes emerged: diverging and converging efforts in PPPs, strategies to establish and manage PPPs, and strategies for long-term success for PPPs. Recommendations include identifying early both negative and positive CSFs and risks associated with PPPs and stakeholder engagement. The implications for positive social change include the potential to increase the probability that PPPs are successful and reduce shortfalls in public funding for projects designed to meet public needs.

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