Public private partnership (PPP) outcomes in e-government – a social capital explanation

Purpose The purpose of this paper is to explain how and why the intangible critical success factors (CSFs) determine the outcomes of public-private partnerships (PPP) projects in e-governance. Design/methodology/approach Drawing from the literature, PPP was conceptualized as an organization which facilitates the creation of social capital. It is argued that the intangible CSFs correspond to the key dimensions of the social capital that drives the development of intellectual capital in the course of addressing the challenges faced during the execution of an e-governance project. These efforts determine the accomplishment of the desired project objectives. The emergent framework was applied to an e-governance PPP project to anecdotally exemplify how the deficiency of organizational characteristics impedes the formation of social capital, resulting in project failure. Findings A theoretical framework was developed to illuminate the mechanisms and the attendant propositions that explain how and why the intangible factors influence the PPP outcomes. Research limitations/implications This study fills a critical gap in the literature on PPP projects in general, and on e-governance projects in particular. It also extends the application of the social capital framework from an intra-organizational to an inter-organizational context. Practical implications The results of this study foster a better understanding of the drivers of success in managing a PPP model in e-governance initiatives. Social implications This research work would help in improving the formulation and management of PPPs in the emerging economies, which could potentially enhance the societal outcomes. Originality/value The explanatory framework of this research serves as a useful perspective to address policy and program implementation issues of PPP initiatives in e-governance.