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All mega-projects are local? citizen participation lessons from the big dig

Domonic A. Bearfield (Texas A&M University)
Melvin J. Dubnick (University of New Hampshire)

Journal of Public Budgeting, Accounting & Financial Management

ISSN: 1096-3367

Article publication date: 1 March 2009

270

Abstract

This paper examines the impact of managerial philosophy on public participation. Specifically the paper explores the historical development of Boston’s Central Artery/Tunnel project, more commonly known as the Big Dig, with a particular focus on how the two men most closely associated with the conception and construction of the project approached this type of administrative reform. This paper uses the concept single and double loop learning to illuminate how each manager attempted to implement this reform.

Citation

Bearfield, D.A. and Dubnick, M.J. (2009), "All mega-projects are local? citizen participation lessons from the big dig", Journal of Public Budgeting, Accounting & Financial Management, Vol. 21 No. 3, pp. 392-425. https://doi.org/10.1108/JPBAFM-21-03-2009-B003

Publisher

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Emerald Publishing Limited

Copyright © 2009 by PrAcademics Press

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