Impact of Factors Influencing Organizational Readiness to Adopt the Build-Operate-Transfer Model in Yemen’s Infrastructure Projects

Abstract

The Build-Operate-Transfer (BOT) model presents a viable approach to financing infrastructure projects, especially in contexts with constrained public funding. Despite its potential, the model remains relatively unfamiliar in Yemen, with limited empirical research on its adoption. This study aims to examine how organizational factors, specifically structure and culture, affect an organization's readiness to adopt BOT in the Yemeni infrastructure sector. Drawing on theories of organizational readiness and innovation adoption, this study proposes and empirically tests several hypotheses. Using stratified sampling, a questionnaire survey was distributed to senior managers and executives in both public and private organizations. Data were collected from 269 respondents and analyzed using multiple regression, correlation, and factor analysis to identify the key determinants of BOT readiness. The findings reveal that structural factors, namely formalization and centralization, play a significant role in influencing BOT adoption, whereas organizational culture did not show a statistically significant impact. These findings underscore the dominance of top-down decision-making in Yemeni organizations, thereby diminishing the influence of cultural factors on strategic adoption. The study contributes to the BOT literature by offering empirical evidence from a bureaucratic, hierarchically structured environment. It also extends the theory of organizational readiness to the BOT context.