Table 1. Challenges of implementing SV...

Table 1.

Challenges of implementing SV

Group	ID	Challenge(s)	Reference(s)
1.		High cost
1.	CH1	Leads to high cost of projects	Gounden (2000), Walker and Brammer (2012), Zuo et al. (2012), Eadie and Rafferty (2014), Lindell (2020), Loosemore et al. (2021), Troje (2020)
2.		Weak processes and guidelines
	CH4	Weak process of SV in the tendering process and review during post-contract award	Erridge (2007), Barraket and Weissman (2009), Harlock (2014), Barrakett et al. (2016), Montalbán-Domingo et al. (2018), Raidén et al. (2019), Lindell (2020)
	CH5	Lack of and limited guidelines for evaluation	Burke and King (2015), Farag et al. (2016), Anxo et al. (2017), Lindell (2020)
	CH3	Difficult to implement with traditional procurement processes and practices	Murphy and Eadie (2019), Daniel and Pasquire (2019)
3.		Lack of support
	CH8	Lack of support from government and collaboration from other sectors	Loosemore et al. (2020a), Loosemore et al. (2020b), Okeke and Nnaemeka-Okeke (2021)
	CH15	Lack of commitment from the construction industry to improve the wider society where construction activities impact society	Pasquire and Salvatierra-Garrido, 2011
4.		Institutional issues
	CH7	Differences in the logic between private and public organizations and misalignment of incentives	Loosemore et al. (2020a)
	CH9	Ingrained institutional norms, cultures, practices and supply chain relationships in the supply chain of construction industry	Erridge (2007), Barraket and Weissman (2009), Barrakett et al. (2016), Loosemore et al. (2016), Loosemore et al. (2020a), Loosemore et al. (2020b), Murphy and Eadie (2019), Troje and Andersson (2020)
	CH12	SV pushes the construction industry into a state of institutional instability	Troje and Andersson (2020)
5.		Absence of validity, efficacy and lack of knowledge
	CH2	Lack of knowledge of SV	Barraket and Weissman (2009), Walker and Brammer (2012), Zuo et al. (2012), Loosemore et al. (2016), Lindell (2020)
	CH17	There is a lack of validity and effectiveness of socio-economic policies in public procurement	Watermeyer (2000), El-Gayed (2013)
	CH19	There is a lack of empirical data to demonstrate the effectiveness of public procurement as a vehicle for SV	Watermeyer (2000)
	CH18	The beneficial impact of SV policies is dubious and minimal	Grounden et al. (2000)
6.		Legislative frameworks
	CH13	Legislation, bureaucratic and rigid nature of the procurement process	Barrakett et al. (2016), Loosemore et al. (2016)
	CH6	Overemphasis on regulatory and commercial goals over socio-economic goals	Erridge (2007)
7.		Others
	CH10	Low prominence in tendering criteria and fear of legal challenges	Burke and King (2015)
	CH11	Misalignment in the targets set for SV policies and the capacity of the construction industry to implement these targets	Loosemore et al. (2021), Loosemore et al. (2023)
	CH14	SV does not contribute to the attainment of project goals	Kramer and Porter (2011)
	CH20	Deliverables in SV are poorly defined, ambiguous and do not include measurable and quantifiable requirements	Watermeyer (2000)
	CH16	SV is not seen as central to the delivery of construction projects	Farag et al. (2016)
	CH21	It is difficult to balance the competing goals of public administration and SV	Kamoche (1997)
	CH22	The risk of violating regulatory goals and incurring significant financial penalties	Erridge (2007)
	CH23	SV leads to a decrease in economy and efficiency in government procurement	Watermeyer (2004)
	CH24	SV requirement results in the disqualification of some eligible tenderers from competition
	CH25	It leads to less competition in the public procurement process
	CH26	SV results in the unjust and inequitable treatment of contractors
	CH27	SV restricts transparency and equity of the public procurement process
	CH28	SV leads to the deterioration of clarity and transparency in public procurement practices
	CH29	It is possible that the secondary or socio-economic goals sought after in the public procurement process could not be attained

Group	ID	Challenge(s)	Reference(s)
1.		High cost
1.	CH1	Leads to high cost of projects	Gounden (2000), Walker and Brammer (2012), Zuo et al. (2012), Eadie and Rafferty (2014), Lindell (2020), Loosemore et al. (2021), Troje (2020)
2.		Weak processes and guidelines
	CH4	Weak process of SV in the tendering process and review during post-contract award	Erridge (2007), Barraket and Weissman (2009), Harlock (2014), Barrakett et al. (2016), Montalbán-Domingo et al. (2018), Raidén et al. (2019), Lindell (2020)
	CH5	Lack of and limited guidelines for evaluation	Burke and King (2015), Farag et al. (2016), Anxo et al. (2017), Lindell (2020)
	CH3	Difficult to implement with traditional procurement processes and practices	Murphy and Eadie (2019), Daniel and Pasquire (2019)
3.		Lack of support
	CH8	Lack of support from government and collaboration from other sectors	Loosemore et al. (2020a), Loosemore et al. (2020b), Okeke and Nnaemeka-Okeke (2021)
	CH15	Lack of commitment from the construction industry to improve the wider society where construction activities impact society	Pasquire and Salvatierra-Garrido, 2011
4.		Institutional issues
	CH7	Differences in the logic between private and public organizations and misalignment of incentives	Loosemore et al. (2020a)
	CH9	Ingrained institutional norms, cultures, practices and supply chain relationships in the supply chain of construction industry	Erridge (2007), Barraket and Weissman (2009), Barrakett et al. (2016), Loosemore et al. (2016), Loosemore et al. (2020a), Loosemore et al. (2020b), Murphy and Eadie (2019), Troje and Andersson (2020)
	CH12	SV pushes the construction industry into a state of institutional instability	Troje and Andersson (2020)
5.		Absence of validity, efficacy and lack of knowledge
	CH2	Lack of knowledge of SV	Barraket and Weissman (2009), Walker and Brammer (2012), Zuo et al. (2012), Loosemore et al. (2016), Lindell (2020)
	CH17	There is a lack of validity and effectiveness of socio-economic policies in public procurement	Watermeyer (2000), El-Gayed (2013)
	CH19	There is a lack of empirical data to demonstrate the effectiveness of public procurement as a vehicle for SV	Watermeyer (2000)
	CH18	The beneficial impact of SV policies is dubious and minimal	Grounden et al. (2000)
6.		Legislative frameworks
	CH13	Legislation, bureaucratic and rigid nature of the procurement process	Barrakett et al. (2016), Loosemore et al. (2016)
	CH6	Overemphasis on regulatory and commercial goals over socio-economic goals	Erridge (2007)
7.		Others
	CH10	Low prominence in tendering criteria and fear of legal challenges	Burke and King (2015)
	CH11	Misalignment in the targets set for SV policies and the capacity of the construction industry to implement these targets	Loosemore et al. (2021), Loosemore et al. (2023)
	CH14	SV does not contribute to the attainment of project goals	Kramer and Porter (2011)
	CH20	Deliverables in SV are poorly defined, ambiguous and do not include measurable and quantifiable requirements	Watermeyer (2000)
	CH16	SV is not seen as central to the delivery of construction projects	Farag et al. (2016)
	CH21	It is difficult to balance the competing goals of public administration and SV	Kamoche (1997)
	CH22	The risk of violating regulatory goals and incurring significant financial penalties	Erridge (2007)
	CH23	SV leads to a decrease in economy and efficiency in government procurement	Watermeyer (2004)
	CH24	SV requirement results in the disqualification of some eligible tenderers from competition
	CH25	It leads to less competition in the public procurement process
	CH26	SV results in the unjust and inequitable treatment of contractors
	CH27	SV restricts transparency and equity of the public procurement process
	CH28	SV leads to the deterioration of clarity and transparency in public procurement practices
	CH29	It is possible that the secondary or socio-economic goals sought after in the public procurement process could not be attained

Source: Authors’ own work

[ViewLarge]

Sharing Unavailable