Expectations that public–private partnerships (PPPs) in roads will alleviate time overruns and enhance project productivity in India have not materialised. Substantial delays in tackling the attendant risks in the life cycle of the road PPP have occurred presumably because of weak management control systems (MCS) to mitigate risks. Very little research has been done on the influence of MCS on productivity. This article attempts to establish a relationship between MCS and project productivity. A strength index of MCS to serve as a strategic control mechanism is also presented.
Al-BaharJ.F.CrandallK.C. (1990), ‘Systematic Risk Management Approach for Construction Project’, Journal of Construction Engineering and Management, 116(3): 533–46.
2.
AthiasLaure (02December, 2007), ‘Political Accountability, Incentives, and Contractual design of Public Private Partnerships’, MPRA paper 10538, University Library of Munich, Germany.
3.
BradachJeffery L.EcclesRobert G. (1989), ‘Price, Authority and Trust: From Ideal Types to Plural Forms’, Annual Review of Sociology, 15: 97–118.
4.
CardinalLaura B.LongChris P.BurtonRichard M. (2000), ‘Three Controls are Better than One: A Computational Model of Complex Control Systems’, Computational and Mathematical Organization Theory, 8(3): 197–220.
5.
CardinalLaura B.LongChris P.BurtonRichard M. (2002a), ‘Balancing and Rebalancing in the Creation and Evolution of Organizational Control’, Organization Science, 15(4): 411–31.
6.
CardinalLaura B.LongChris P.BurtonRichard M. (2000b), ‘Creating Control Configurations During Organizational Founding’, Academy of Management Best Conference Paper 2003 ENT: D6.
7.
CoolsMartineSlagmulderRegineAbbeeleAlexandra Van den (2011), ‘Management Control in Inter-organizational Relationships: Lessons from Public Private Partnerships’, Faculty of Business and Economics, Katholieke Universiteit Leuven.
8.
DasT.K.TengBing Sheng(March2001), ‘Trust, Control and Risk in Strategic Alliance: An Integrated Framework’, Organization Studies, 22(2): 251–83.
L&T—ECC Concord. (2010), Delhi International Airport.SridharanK.Gopi KannanSKumarAshokNathAbhishekMangatSurjSahaSthaladiptiShivajiC.Y.NarayananR ShankarKumarAshokVermaB.M.KadamRaviPrasannaK.K.KumarG. Senthil, 33(2).
16.
MarchJames G.SimonHerbert A. (1958/1993), Organizations. Cambridge, MA: Blackwell.
17.
Ministry of Finance, Government of India (2010), Public Private Infrastructure Advisory Facility(PPIAF), The World Bank, Australian Government-AusAid. Department of Economic Affairs, Ministry of Finance, Government of India: PPP Cell.
18.
OuchiW.G. (1977), ‘The Relationship between Organization Structure and Organizational Control’, Administrative Science Quarterly, 22(1): 95–113.
19.
OuchiW.G. (1979), ‘The Transmission of Control through Organizational Hierarchy’, Academy of Management Journal, 21: 173–92.
20.
RajanThillai A.GopinathG.BeheraM. (2014), ‘PPPs and Project Overruns: Evidence from Road Projects in India’, Journal of Construction Engineering Management, 140(5): 04013070.
21.
RajanThillai A.SiddharthR.MukundS.P. (2010), ‘PPPs in Road Renovation and Maintenance—A Case Study of the East Coast Road Project’, Journal of Financial Management of Property and Construction, 15(1): 21–40.
22.
SinhaSidharth (2010), ‘Noida Toll Bridge Company Limited’, Case Study F&A 0485, 04June2010, Indian Institute of Management, Ahmedabad.
23.
SimonsRobert (1995), Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Boston: Harvard Business School Press.
24.
Van GestelK.VoetsJ.VerhoestK. (2009), ‘Complexity and control: How do they work in a PPS?’, Paper presented at IRSPM XIII, 6–8, April 2009, Copenhagen Business School, Track-Private Public Partnerships.
