Demand Side Perception on Success Factors for Implementing Public Road Construction Projects

Abstract

Cost and schedule overruns, as well as substandard works, are common factors that fail organisations' objectives within the construction industry. Particularly, these factors affect public road construction projects and cost taxpayers. Researchers continue scanning the environment to establish why construction projects are ever behind schedule and over budget with substandard works and contract variations to identify significant factors for successful project implementation. This study expands the debate by looking at demand side perception in establishing success factors for implementing public road construction projects motivated by governments' high expenditure on construction projects without meeting objectives. A cross-sectional research design with a structured self-administered questionnaire was used to obtain views from three public entities representing the demand side. Results were analysed following partial least square structural modelling (PLS-SEM) in Smart-PLS3. The research design enabled statistical tests to be conducted on validity, reliability, normality, multicollinearity, correlations and regression. The PLS algorithm and bootstrapping resampling approach were employed to determine the relationship between variables by estimating path coefficients and significance. Path coefficients helped to determine strength, direction and significance, and examine the variance of dependent variables explained by combined independent variables. Results revealed that the professionalism of the staff, compliance with the public procurement regulatory framework, monitoring activities and contractors' resistance to non-compliance are significant success factors in enhancing public road implementation. Hence, adopting these factors would be a game changer in implementing complex road construction projects. In addition, complex construction projects in a dynamic construction industry require continuous scanning to establish more factors and cope with industry dynamics.

Headnote

Abstract: Cost and schedule overruns, as well as substandard works, are common factors that fail organisations' objectives within the construction industry. Particularly, these factors affect public road construction projects and cost taxpayers. Researchers continue scanning the environment to establish why construction projects are ever behind schedule and over budget with substandard works and contract variations to identify significant factors for successful project implementation. This study expands the debate by looking at demand side perception in establishing success factors for implementing public road construction projects motivated by governments' high expenditure on construction projects without meeting objectives. A cross-sectional research design with a structured self-administered questionnaire was used to obtain views from three public entities representing the demand side. Results were analysed following partial least square structural modelling (PLS-SEM) in Smart-PLS3. The research design enabled statistical tests to be conducted on validity, reliability, normality, multicollinearity, correlations and regression. The PLS algorithm and bootstrapping resampling approach were employed to determine the relationship between variables by estimating path coefficients and significance. Path coefficients helped to determine strength, direction and significance, and examine the variance of dependent variables explained by combined independent variables. Results revealed that the professionalism of the staff, compliance with the public procurement regulatory framework, monitoring activities and contractors' resistance to non-compliance are significant success factors in enhancing public road implementation. Hence, adopting these factors would be a game changer in implementing complex road construction projects. In addition, complex construction projects in a dynamic construction industry require continuous scanning to establish more factors and cope with industry dynamics.

Keywords: Governement project implementation, Public road construction, Success factors, Demand side, Uganda

INTRODUCTION

Cost and schedule overruns are common in the construction industry evidenced by collapsing building and substandard works that are equally faced by public road construction projects (Alinaitwe, Apolot and Tindiwensi, 2013). Construction cost variations, delayed project completions and shoddy works are the cornerstone of project failures catalysed by a lack of commitment and cooperation among construction stakeholders (Ntayi et ak, 2010). Interestingly, meeting client objectives defines successful construction project implementation (Furneaux et al., 2006) that is tagged on quality, cost-effective and timely completion (Simushi and Wium, 2020; Hussain, Fangwei and Ali, 2019). In Australia, non-compliant construction products affect construction industry performance by 50% causing unsuccessful project implementation (Australasian Procurement and Construction Council, 2013). Furthermore, ineffective regulatory framework and structures are challenging public road construction projects, not complying with completion time and estimated budget. These challenges have led to failed construction projects (White and Fortune, 2002). Such failures continuously the bite public road subsector, challenging government objectives and undermining economic development that relies on road transport that is responsible for 90% of cargo freight and passengers (Ministry of Works and Transport, 2014).

The construction sector accounts for economic growth worldwide by providing infrastructures such as roads, hospitals, schools and other social facilities (Mwelu et al., 2019; Saidu and Shakantu, 2016). For a construction projects to be successful, it must be completed within the scheduled time, budget, and predetermined scope and quality (Hamta, Ehsanifar and Sarikhani, 2021; Luong, Tran and Nguyen, 2021). However, literature shows that by the time a project is completed, the actual cost exceeds the original contract price by about 30% (Akin et al., 2021). The construction industry is challenged by cost, time and scope constrains. Globally, 9 of 10 transport infrastructure projects deviate from the original cost. In Australia, a cost overrun of 12.22% is reported and in Colombia, a report reveals that public infrastructure projects experience 110% cost overruns (Gómez-Cabrera et al., 2020).

The transport sector plays a crucial role in economic development since an efficient transport system enables lower production costs, timely service delivery, access to markets, boosting tourism, and promoting imports and exports. Despite Uganda's road sector underfunding and increasing construction and maintenance costs, the transport and communication subsector contributed 5.3% to the total GDP in 2013/2014 and 5.1% in 2012/2013 and its national budget allocation increased by 17% in 2015/2016 with a known record of taking the lion's share compared to other sectors (Ministry of Works and Transport, 2015; Cornish and Mugova, 2014). This article considers demand-side perception to empirically establish success factors for implementing public road construction projects.

Public road construction project failures surround Uganda's economically dependable subsector. Construction projects are unsuccessful when they fail to meet government goals that are aligned with public expectations, such as quality, cost and timely delivery (Love et al., 2019). Substandard works, cost variations and schedule overruns contribute significantly to the unsuccessful implementation of these projects (Love et al., 2019). In Uganda, the Busega-Masaka (51 kwm) road project lost significant funds (with 52% contract price variations) and completion was delayed by three years (Uganda National Road Authority, 2014). The project was terminated midway, a new contractor was appointed and the case is currently in court and involves top government officials. Further examples of project failures marred with procurement irregularities are Kanoni-Ssembabule-Villa Maria (120 km) and Hima-Katunguru (58 km) road construction projects where UGX322 billion (AUD 122.360 mil) were queried, prompting Ugandan parliament to order an investigation on 28 on-going road construction projects (New Vision, 2016a). These persistent reports surrounding road project implementation failures motivated this research to establish success factors for implementing public road construction projects based on demand-side perception. For purposes of the study reported in this article, the demand side means the government as the client in need of the road construction projects. Meanwhile, perception refers to the views of staff working with the government agencies who participated in this study. The three public entities include Ministry of Works and Transport, the Uganda Road Fund and the Public Procurement and Disposal of Public Assets Authority.

LITERATURE REVIEW

Project Success

Project success is defined as successful task accomplishment by meeting objectives (Renault, Agumba and Ansary, 2020). In addition, project success is the completion of the project within the estimated time, cost and quality and meeting the client's satisfaction (Kahvandi et al., 2020). Whereas quality, cost and time determines satisfactory contract performance, a construction project is deemed successful if client satisfaction is achieved (Lee, Rahman and Doh, 2021; Hussain et al., 2019). Besides Atkinson's (1999) Iron triangle success indicators, other factors determining construction project success include safety, functionality and satisfaction (Love et al., 2017; Walker and Lloyd-Walker, 2015).

Compliance with public procurement regulatory framework and project success

Public road construction projects are temporary and unique endeavours that should comply with selected performance policies for successful implementation (Zadawa., Hussin and Osmadi, 2018a). For example, complying with contract specifications and the scope of works ensures successful project implementation (Kukoyi et al., 2021; Hussain et al., 2019). However, for compliance to ensure project success, project inspection and audit are crucial (Snyder, 2013). Literature shows that compliance with regulatory framework significantly influences the successful performance of construction projects (Sanga, 2020, Ameyaw et al., 2017). Disappointingly, road construction stakeholders are dissatisfied with project costs and schedule overruns, affecting 30% of roads and bridges implementation performance (Ford, 2011 ). On average, 48% of infrastructure projects entirely are not completed on time, within estimated cost and expected quality (Love et al., 2018). A lack of compliance is affecting the Australian construction industry (Gambo, Said and Ismail, 2016). Additionally, poor-quality public road construction projects define unsuccessful construction project performance (Marnewick, Erasmus and Nazeer, 2018).

Familiarity with public procurement regulatory framework and project success

Despite the support of institutional theory by DiMaggio and Powell (2015), little is known about the relationship between familiarity and project success, which creates a literature gap this study would fill. Construction projects are complex and they bring together different stakeholders with varying perceptions and attitudes in executing respective project activities (Tayeh et al., 2018). This situation calls for careful planning and control right from the project initiation stage to completion by defining the project well and recruiting competent staff to implement these projects (Rafique, Ahmed and Ismail, 2021). Staff competence is enabled through training to enhance their familiarity with project requirements (Decarolis etai., 2018). Continuously enabling staff competence through training is equally important for implementing public road construction projects (Zadawa et al., 2018a) because poor training accounts for the flawed construction sector (Othman et al., 2018).

Enabling staff competence ensures accumulated knowledge and expertise in project implementation that creates a competitive advantage and enhances project success (Van Roy and Firdaus, 2020). The public road construction team must thoroughly understand its scope with a clear governing regulatory framework to avoid manipulations. This requirement is important for successful public construction projects (Tutesigensi, Kibwami and Matege, 2021).

Monitoring activities and project success

Most organisations employ monitoring mechanisms to influence staff performance in successful project implementation (North, 2016). For example, regular monitoring of project budgets enables quicker fault tracking and corrective actions that lead to successful implementation (Schapper, Malta and Gilbert, 2006). Successful performance of construction projects also relies on regular monitoring of activities undertaken (Hussein, Yusof and Jaafar, 2020). For example, the successful performance of the United States construction sector is attributed to the effective monitoring and tracking of contractors (Bartie and Korošec, 2003). In China, monitoring underground construction project activities enhanced the successful implementation of these projects (Zhou et al., 2019).

Recent studies emphasise monitoring mechanisms to successfully implement quality construction projects (Moyo, Crafford and Emuze, 2022, Lapidus and Yves, 2018). These mechanisms encourage total supervision and performance monitoring of construction projects, starting with contractors, by reducing risks that are antagonising successful project implementation (Hussain et al., 2019). Furthermore, effective monitoring of irresponsible construction staff ensures the successful implementation of public construction projects (Love et al., 2017). This finding is supported by institutional theory contending that successful organisational performance is glued on monitoring effectiveness (North, 2016). Thus, monitoring the public road implementation team is paramount to avoid undesirable behaviours and encourage successful project delivery, thereby achieving value for money (VanSlyke, 2007).

Professionalism of staff and project success

Professionalism is about competence in skills, special knowledge with experience and being a member of a professional body exhibiting ethical code (Watson, 2002). Ethical codes are vital in controlling staff in the construction industry (Owusu, Chan and Shan, 2017). Professionalism is inevitable for public road construction projects that require staff with competent skills, ethics, experience and knowledge to successfully implement these projects (Hussain et al., 2019). Pheng and Chuan (2006) noted that professional competence is essential for successful performance and it is achieved through training, coaching, mentoring and developing and retaining a competent workforce (Walkerand Lloyd-Walker, 2015). This requirement is vital for implementing public road construction projects since construction industry operators focus on professionalism to realise a free corruption industry (Sohail and CavilL 2008). Professional experience is vital for a successful construction industry (Zhang and Sunindijo, 2021). Interestingly, a lack of construction expertise affects the quality of construction projects in Australia (Rafferty and Toner, 2018).

Lack of professionalism is a barrier to project success (Um and Kim, 2018) and it is globally challenging for the construction industry. For example, the shortage of skilled, qualified and experienced workforce in South Africa, Jordan, the Gaza Strip and India, among others, affects project success (Tabish and Jha, 2015; Sweis et al., 2014). Equally, Uganda's construction industry is unsuccessful because it is marred by an incompetent workforce lacking the necessary skills in construction due to poor training and recruitment methods (Alinaitwe, Mwakali and Hansson, 2007). Accordingly, expertise and professionals are needed to implement construction projects (Tayeh et al., 2018).

Perceived inefficiency of public procurement regulatory framework and project success

A clear and simple regulatory framework governing complex public road construction projects is inevitable for road subsector players to understand and interpret easily (Kagioglou et al., 2000). This requirement is important because it limits unethical manipulators to drive their ambitions progressively (Shan et al., 2017). An efficient regulatory framework facilitates a timely road implementation process by eliminating frequent consultation with the legal fraternity for interpretation (Mwelu et al., 2019). Such a framework would ensure a clear scope of construction projects, which is important for successful implementation (Tayeh et al., 2018). Convincingly, inefficient public procurement regulatory frameworks affect the successful implementation of procurement project in East Africa (Odhiambo and Kamau, 2003). Further international literature shows that inefficient regulatory frameworks affect construction projects (Bapat, Sarkar and Gujar, 2021), hence requiring a proper regulatory framework to govern the construction industry.

Contractors' resistance to non-compliance and project success

Contractors compete for limited government contracts whereby winning such contracts relies on previous contract performance in terms of timely completion, quality workmanship and being within the contract budget. This compels contractors to resist bad decisions that will undermine contract performance and limit the chances of winning future contracts. Notably, different public road construction stakeholders come to accomplish specific assignments and as they do so, they may have conflicting interests contrary to project success (Wright, Mukherji and Kroll, 2001). Compliance meets resistance from different players with varying ambitions and means of accomplishing project tasks (Babalola et al., 2016), thus requiring coordination among construction participants for project success by reducing risks associated with cost estimation (Hussain et al., 2019). Accordingly, contractors' capability and performance are inevitable for the successful implementation of public construction projects (Hussain et al., 2019).

Sanctions on staff and project success

Sanctions are coercive strategies involving threats and penalties levied on staff working contrary to predetermined targets (Zadawa, Hussin and Osmadi, 2018a). Despite mixed reactions to using sanctions to achieve these targets, they are widely applied to tame deviant staff (Ofori-Kuragu, Owusu-Manu and Ayarkwa, 2016). Applying sanctions in public road construction projects is important given the current wave of procurement irregularities (New Vision, 2016b). Failed construction projects are a consequence of either laxity in enforcing punitive measures or ineffective sanctions that encourage unethical acts among project implementers (Sanda et al., 2022).

Research Model

The model illustrates the relationship between seven independent variables and project success, as depicted in Figure 1. This figure illustrates how the seven independent variables (factors) reviewed in the literature influence the dependent variable (project success).

METHODOLOGY

A cross-sectional research design based on a questionnaire survey was used since hypotheses needed statistical testing to determine the significance of variable relationships to develop the model and generalise results. This design was chosen because it is more accurate and able to produce valid and reliable results for generalisation (Sekaran and Bougie, 2010). A sample of 157 was selected from 257 respondents from three public entities following (Krejcie and Morgan, 1970). Stratified proportionate random sampling was adopted to determine respondents from respective entities based on departments and simple random sampling was adopted to select final respondents who were given the questionnaire to complete.

The questionnaire was developed in three steps: generating items, purifying and validating the instrument. These steps were enabled by piloting the questionnaire to procurement officers and construction managers in New South Wales, Australia. Their comments resulted in deletion and rewording of the instrument. The final questionnaire was physically delivered to respective public entities in Uganda through research assistants doubling as employees. Follow-ups were made through telephone reminders and fully completed questionnaires were physically collected, resulting in 154 usable questionnaires representing a 98.1% response rate. The questionnaire was measured on a five-Likert scale ranging from 1 = "Strongly Disagree" to 5 = "Strongly Agree". These items were adopted from previous studies with slight modifications to match the current study. A Likert scale is an efficient unidimensional scale that ensures all items measure the same thing (Zadawa, Hussin and Osmadi, 2018b).

Measurement Model Evaluation

The measurement model (outer model) defines the relationship between manifested variables (indicators) and their respective latent variables. The measurement model evaluation was carried out to determine indicator reliability, construct reliability (internal consistency), average variance extracted (AVE) and discriminant validity (Ringle et ak, 2018). Indicator reliability ascertains how much of the indicator variance is explained by its variable established through indicator loadings. Strong indicator association was determined through composite reliability that measures the representativeness of indicators to their respective variable. We used PLS-SEM to explore a three-step process in obtaining factor loadings, path coefficients and coefficient of determination (R2). This step was achieved by running the PLS algorithm and evaluating indicator coefficients. Indicators with coefficients > 0.7 were retained, while indicators with coefficients < 0.5 were dropped. All variables were measured reflectively and dropping indicators with coefficients below 0.5 did not affect construct meaning (Muller, Schuberth and Henseler, 2018).

Measurement Indicators

There are eight variables with various measurement indicators as shown in Table 1.

Validity and Reliability

It was clear that over 94% of the respondents possessed a bachelor's degree and above, which implied that the majority of the respondents were academically qualified staff and competent to interpret and answer questions raised, thus increasing the confidence and reliability of the responses obtained. The majority of respondents had professional qualifications and were mainly in the engineering profession. This option was not listed in the questionnaire. Further reliability and validity tests were performed in Smart-PLS3 software by running PLS algorithms with factor analysis to obtain measurement items based on indicator loading. Partial least square structural modelling (PLS-SEM) using Smart-PLS3 was considered because of its wide application, robust techniques in handling non-normal data and simultaneous analysis and production of different results once compared to other statistical software (Sarstedt et ak, 2019). Composite reliability determines construct reliability because its parameter estimation is more accurate with close approximation than Cronbach alpha (Muller, Schuberth and Henseler, 2018). Convergent was measured through AVE to ensure indicators' representation in respective constructs to determine construct validity and model development (Hair et al., 2012). Discriminant validity that ensures indicators should measure what they are supposed to measure was determined through heterotrait-monotrait ratio (HTMT) (Rasoolimanesh et al., 2017).

Data Processing and Analysis

Data was imported into SPSS24 (IBM Corporation Business Analytics Software, Chicago) for screening to ensure completeness and accuracy before detailed analysis in Smart-PLS3 (SmartPLS GmbH, Bönningstedt, Germany) software. Data screening is necessary to solve multicollinearity, normality issues, outliers and missing values and obtain highly inter-correlated indicators that enable internal consistency for reflective models (Ringle et ak, 2018).

RESULTS

Reliability, validity, collinearity, normality, path model significance, coefficient of determination (R2) and model fit (standardised root mean square residual, SRMR) were determined after running PLS algorithms and bootstrapping resampling techniques in Smart-PLS 3.2.3 software (Ringle, Wende and Becker, 2015). All composite and indicator coefficients in Table 2 are above 0.7, showing good internal consistency and indicator reliability (Rasoolimanesh et ak, 2019). All constructs' AVE coefficients are above 0.5, showing that the variable explains more than 50% of the variance of its indicators, proving sufficient convergent validity (Ringle et ak, 2018). HTMT coefficients are below 0.85, showing good discriminant validity as recommended recently (Rasoolimanesh et ak, 2019). All variance inflation factor (VIF) coefficients are far below 5, proving that multi-collinearity was not a problem. Skewness and kurtosis statistics for all study variables are respectively within acceptable limits of ± 3 and ± 5, exhibiting fairly normal data distribution (Jondeau and Rockinger, 2003).

Path Coefficients, Coefficient of Determination and Model Fit

PLS-Algorithms output was assessed for model identification and to determine relationship prediction based on path coefficients whereby coefficients > 0.1 prove that independent variables are well represented and model identified (Hair ef al., 2012). All the analyses converged at 11 interactions far below the pre-set 300-stop criterion that implied good convergence and prediction. Furthermore, to ascertain predictive significance for accepting and rejecting hypotheses, bootstrapping was run with 5000 bootstrap samples and respective results are presented in Table 3. In addition, the coefficient of determination was used to determine predictive performance of the success model for the public road construction project. The results in Table 4 show that the explained variances for the model are significantly good (R² = 0.527, p < 0.001), implying acceptable predictive performance (Rasoolimanesh ef al., 2019). Consequently, the 52.7% variance in public road construction project success is substantially explained by the seven project success factors. Finally, acceptable model fitting is important to determine whether the underlying theory is reflected in the data. This finding is simply empirical evidence to prove that the estimated model fits the data collected (Muller, Schuberth and Henseler, 2018). Model fit was determined through SRMR. As depicted in Table 4, the SRMR obtained shows that the overall model is significantly fitting well since the value is less than 0.08 (SRMR = 0.075, P < 0.001) (Rasoolimanesh et al., 2019). The result implies that while compared to the saturated model, the estimated model in set-up theory represented by the conceptual model matches the collected data.

DISCUSSION

The discussion of results is based on path coefficient significance levels that were verified to determine the relationship between variables by evaluating p-values and t-values.

Compliance and Project Success

There is a significant positive relationship between compliance with the public procurement regulatory framework and the success of public road construction projects (a = 0.250, † = 3.097, p = 0.002) at 1 % significance level. The result implies that compliance with the public procurement regulatory framework by staff on public road construction projects predicted the success of these projects and requires management to emphasise compliance throughout project implementation. The findings are in line with Amade, Ogbonna and Nkeleme (2022) and Zadawa, Hussin and Osmadi (2018a). Management should encourage proper authorisation of road construction projects, timely delivery of road construction projects, timely recording of road construction transactions and achievable project objectives. Institutional theory contends that organisational success depends on compliance with effective institutional norms (Kondra and Minings, 1998). The complexity of public road construction projects with multiple stakeholders and directives from the government and donors complicate the implementation process with demand from multiple stakeholders. However, harmonising all the policies, procedures and directives from different stakeholders is paramount to the success of these projects.

Familiarity and Project Success

There is an insignificant positive relationship between familiarity with public procurement regulatory framework and public road construction project success (a = 0.107, t = 1.639, p = 0.101) at a 5% significance level. This finding implies that familiarity with the public procurement regulatory framework predicted the success of public road construction projects. Despite the prediction, it is not sufficient since the p-value is more than 0.05, implying that familiarity with the public procurement regulatory framework insignificantly enhances the success of public road construction project. Management should encourage qualified and competent staff involvement in public road implementation since these are key indicators measuring familiarity with the public procurement regulatory framework. This requirement is inevitable since many construction projects have failed due to deploying staff who are unfamiliar with project requirements. This finding is in line with literature showing that improving staff knowledge is important for a successful construction sector (Khamaksorn, Tah and Kurul, 2022; Munyasya and Chileshe, 2018).

Monitoring Activities and Project Success

There is a significant positive relationship between monitoring activities of public road construction projects and the success of these projects (a = 0.184, t = 2.482, p = 0.013) at a 1% significance level, implying that monitoring activities predicted the success of these projects. Hence, it necessitates management to effectively monitor public road construction projects to influence implementation team to stick to project targets and identify areas of improvement. This measure should be done through frequent inspections to check on the timely recording of project progress, timely project completion and proper storage methods. Effectively monitoring public road construction projects enhances the success of these projects and corresponds to earlier studies (Osuizugbo et al., 2022; Mwelu et al., 2019) . Agency and institutional theories confirm that effective monitoring is required for successful performance (Love et al., 2017). Successful procurement of public projects is highly dependent upon increased monitoring of procurement activities and management should actively monitor public road construction projects to determine if they are implemented in accordance with project specifications, on time and within budget. This measure would ensure that set objectives are achieved.

Professionalism and Project Success

There is a significant positive relationship between professionalism among staff and public road construction project success (a = 0.365, f = 5.554, p = 0.000) at a 1% significance level, implying that professionalism among staff involved in public road construction projects predicted successful project implementation. This finding requires management to emphasise competence, integrity and training of staff involved in public road construction projects to strengthen professionalism and enable them to implement public road construction projects successfully. The government should encourage high staff professional integrity judgement during decision-making, a high level of confidentiality and employ practically experienced road construction staff with the required expertise. This measure is in conformance with institutional theory and recent studies requiring staff competence for organisational success and project implementation (DiMaggio and Powell, 2015). Professionalism ensures project success when staff are knowledgeable about particular project requirements (Latiff, Jaapar and Isa, 2022; Giroud et al., 2018). Hence, investing in staff competence is important for public road construction projects. Management should determine project requirements from the initiation stage through to project completion. This measure would help management source the right personnel with the required expertise and competence to execute the project.

Perceived Inefficiency and Project Success

There is an inverse insignificant relationship between the perceived inefficiency of the public procurement regulatory framework and public road construction project success (a = -0.112, t = 1.537, p = 0.124) at a 5% significance level, implying that the perceived inefficiency of public procurement regulatory framework predicted reduction in public road construction projects success confirming that successful organisations rely on effectiveness institutional norms (Oliver, 1991). This finding is further supported by the argument that successful public construction projects require stakeholders' understanding of the project scope with a clear governing regulatory framework capable of eradicating manipulations (Zhang et al., 2016). Whereas the perceived inefficiency of the public procurement regulatory framework reduces successful public road construction project implementation, the reduction is not significant. This finding is attributed to the tremendous improvement of the regulatory framework through numerous reforms, given that the public procurement regulatory framework has been unclear previously (Odhiambo and Kamau, 2003).

Contractors' Resistance and Project Success

There is a positive significant relationship between contractors' resistance to noncompliance with public procurement regulatory framework and public road construction project success (a = 0.182, t = 2.141, p = 0.032) at a 5% significance level, implying that contractors' resistance to non-compliance with the public procurement regulatory framework governing public road construction projects predicted significantly the success of these projects. The results contradict previous studies in the Netherlands that established contractors' resistance has an insignificant effect on public procurement (Gelderman, Ghijsen and Brugman, 2006). However, current findings are supported by recent compliance studies on public road construction projects (Zulkeflee et al., 2022, Mwelu et al., 2018). Hence, management should empower contractors by increasing their knowledge of the public road procurement process and encouraging them to act against defiant public officers. Creating awareness among public road construction team will help them understand the benefits of complying with the regulatory framework to meet government goals. This measure should be aligned with organisational objectives with an effective mechanism denying deviant public officers from retaliating (Gelderman, Ghijsen and Schoonen, 2010). This finding is in line with institutional theory, revealing that successful performance depends on perceived organisational norms by different stakeholders having specific reasons for accomplishing tasks correctly (Greenwood and Hinings, 1996). Despite contractors' commitment to fulfil their mandate, an effective regulatory framework is inevitable to support their actions.

Sanctions and Project Success

There is an insignificant inverse relationship between sanctions on officers involved in public road construction projects and public road project success (a = -0.132, t = 1.710, p = 0.087) at a 5% significance level, implying that sanctions imposed on these officers did not predict success of public road construction projects. Thus, management may not continuously threaten to apprehend staff involved in public road construction projects as may not lead to improvement in the implementation process. The results contradict various studies and the institutional theory that proposed sanctions for successful organisational performance and meeting its objectives (Chan and Owusu, 2017; North, 2016). The reason might be that the Ugandan government, through the Parliament and Anti-corruption court, currently has embarked on serious condemnation and prosecution of guilty public road stakeholders, including imprisonment and recovering lost funds. Further, PPDA Authority (Public Procurement and Disposal of Public Assets Authority) is empowered to punish deviant stakeholders and termination of contracts (PPDA Authority, 2008). Such measures have caused fear among the public road implementation team in Uganda.

CONTRIBUTIONS OF THE STUDY

The study contributes to the existing body of knowledge by proving that compliance with the public procurement regulatory framework, monitoring activities on public road construction project, professionalism among staff concerned with the public road construction projects and contractors' resistance to non-compliance are significant factors responsible for successful implementation of public road construction projects. Previously, project success factors, including but not limited to time, cost, quality and safety, were widely applied (Tayeh et al., 2018). However, complex construction projects in a dynamic construction industry require continuous scanning to establish more factors and cope with industry dynamics. This situation calls for construction industry stakeholders to consider these emerging significant factors that are unearthed when implement construction projects.

CONCLUSIONS

The purpose of this research was to establish predictors of success factors for implementing road construction projects motivated by numerous reports revealing cost and schedule overruns as well as substandard works as key constraints surrounding the construction projects. The study established that compliance with the public procurement regulatory framework, monitoring activities, professionalism of staff and contractors' resistance to non-compliance significantly enhanced the successful implementation of public road construction projects. While familiarity with the regulatory framework, perceived inefficiency and sanctions did not enhance the success of road construction projects. For the government to achieve value for money, increase the paved road network and steer economic development, a sound public procurement regulatory framework, monitoring activities, professionalism and encouragement of contractors to act against bad decisions are paramount to successfully implementing public road construction projects.

The study was limited to Uganda's three public agencies (Ministry of Works and Transport, Uganda Road Fund and Public Procurement and Disposal of Public Assets Authority) directly involved in public road construction; however, other agencies (i.e., Ministry of Finance, President's Office, among others) indirectly involved in public road implementation were left out. Hence, future studies should consider other public entities. In addition, this study was limited to seven factors affecting the success of public road construction implementation. These limitations call for more studies to comprehensively establish more success factors beyond the seven factors discussed in this article for implementing road construction projects.

Sidebar

First submission: 23 July 2022; Accepted: 12 April 2023; Published: 30 June 2024

To cite this article: Noah Mwelu, Susan Watundu and Musa Moya (2024). Demand side perception on success factors for implementing public road construction projects. Journal of Construction in Developing Countries, 29(1): 1-22. https://doi.org/10.21315/jcdc-07-22-0133

Footnote

* Corresponding author: [email protected]

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