The complexity of many cases, such as public projects and programs, requires evaluation methods that acknowledge this complexity in order to facilitate learning. On the one hand, the complexity of the cases derives from their uniqueness and nested nature. On the other hand, there is a need to compare cases in such a way that lessons can be transferred to other (future) cases in a coherent and non-anecdotal way. One method that is making headway as a complexity-sensitive, comparative method is Qualitative Comparative Analysis (QCA). This contribution aims to explain to what extent QCA is complexity-informed, to show how it can be deployed as such, and to identify its strengths and weaknesses as an evaluation method. We will discuss the properties of complexity, provide an overview of evaluation literature about QCA, and present a simplified step-wise guide for utilizing QCA in evaluation studies.
An understudied aspect for the successful completion of PPP infrastructure projects is the extent to which they are satisfactorily implemented. Studying PPP implementation is important though, because well-planned projects can fail if project implementation is inadequately managed. This article aims to find out which management and public–private cooperation approaches produce satisfaction for public procurers in the implementation phase of different kinds of infrastructure projects. To this purpose, twenty-seven Dutch road construction projects are systematically analyzed with fuzzy set qualitative comparative analysis (fsQCA). The results show four configurations that produce satisfaction. It is concluded that externally-oriented management, which is characterized by a stakeholder-oriented project implementation approach, and close public–private cooperation, where public and private partners work together closely and interactively, are important for achieving satisfaction. In less complex projects with narrower scopes, however, the partners may rely on less interactive forms of cooperation, more characterized by monitoring contract compliance.
A public-private partnership (PPP) is an organizational arrangement in which knowledge and resources are pooled in order to realize outcomes. Although PPPs have become common practice in spatial planning and development, there is a continuous search for their ideal organizational form and management. This is fueled by the often poor performance in terms of e.g. time delays and budget overruns. Whilst comparative studies have been conducted into the outcomes of certain organizational forms and management strategies, fewer comparative studies evaluate their combined effects. The goal of this study is to explore what configurations of certain organizational forms and management may produce good outcomes. This is done by conducting a fuzzy set qualitative comparative analysis (fsQCA) of survey data of 50 managers involved in urban regeneration companies (URCs) in the Netherlands.
Es handelt sich um den Anhang einer im Druck vorliegenden Publikation zu den politischen Strukturen der Stadt Bamberg im Mittelalter (Claudia Esch: Zwischen Institution und Individuum. Bürgerliche Handlungsspielräume im mittelalterlichen Bamberg, Würzburg 2016). Der Anhang enthält die sowohl nach Jahren als auch alphabetisch nach Personen geordnete Auflistung der Amtsträger im Stadtgericht und in den Immunitäten in Bamberg im Zeitraum von 1300 bis 1500, die im Rahmen der Arbeit erstellt wurde. Die Seitenzählung des Anhangs ist identisch mit der Druckversion, die für die Interpretation der Daten mit herangezogen werden sollte. Die Online-Veröffentlichung dient lediglich der erleichterten Handhabung der Listen.