Description
Based on original empirical data collected from three Gulf Cooperation Council (GCC) states of Kuwait, Saudi Arabia and Qatar, this engaging book offers comprehensive insights into the institutional environment of publicprivate partnership (PPP) from a unique and under-explored context. Drawing on ideas from the fields of project management, neo-institutional theory and research on the Gulf rentier states, this book unpacks how individual and organizational actors engage in several strategies to either enable the implementation of PPPs or to resist them. It explores why and how individual and organizational actors in Kuwait, Saudi Arabia and Qatar seek to disrupt or maintain existing forms of project organizing. Chapters from this book highlight both the macro- and micro-dynamics of initiating, implementing or resisting new forms of project organizing, and offer several theoretical contributions to project management, PPP literature and neo-institutional theory. This book will be an essential read for academics and policymakers interested in broader questions of how the institutional context affects public sector reforms and the introduction of New Public Management ideas to non-western contexts. Public policy and management students and practitioners will also find this book to be a valuable resource.
