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Abstract

Details

Megaproject Risk Analysis and Simulation
Type: Book
ISBN: 978-1-78635-830-1

Open Access
Article
Publication date: 11 October 2022

Peeter Peda and Eija Vinnari

Uncertainty, a state of unknowing linked to threats and opportunities, is a key characteristic of megaprojects, making it challenging for government officials and…

Abstract

Purpose

Uncertainty, a state of unknowing linked to threats and opportunities, is a key characteristic of megaprojects, making it challenging for government officials and politicians to decide on their initiation. For them, implementation by the private sector adds an extra layer of complexity and uncertainty to megaproject planning. In this context, only a few studies have focussed on governing and the mobilization of uncertainty arguments in communication between government actors and private developers either in favour of or against megaprojects. The purpose of this article is to shed light on how private megaproject proposals progress towards political acceptance or rejection in public decision-making.

Design/methodology/approach

This process of public decision-making on private megaproject proposals is examined in the case of the Helsinki–Tallinn undersea rail tunnel. In line with the interpretive research tradition, the authors’ study draws on a qualitative methodology underpinned by social constructionism. The research process can be characterized as abductive.

Findings

The authors’ findings suggest that while public decision-making on megaprojects is a conflictual and dynamic process, some types of uncertainty are relatively more important in affecting the perceived feasibility of the projects in the eyes of public sector decision-makers.

Originality/value

This study contributes to the debate on uncertainty management in megaprojects, proposing a new type of uncertainty – uncertainty about privateness – which has not been explicitly visible thus far.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 34 no. 6
Type: Research Article
ISSN: 1096-3367

Keywords

Book part
Publication date: 16 May 2013

Brent D. Ryan

This chapter examines megaproject design and planning in two “shrinking cities” – Philadelphia, PA and Detroit, MI – and concludes that megaproject “metastasis,” or…

Abstract

This chapter examines megaproject design and planning in two “shrinking cities” – Philadelphia, PA and Detroit, MI – and concludes that megaproject “metastasis,” or repeated expansions into surrounding urban fabrics, is promoting the reduction of downtown into a series of self-contained enclaves. While political coalitions are constructing megaprojects, or large public works and/or single buildings, in cities around the world, in the United States, single-building megaprojects motivated by “growth coalitions” of public and private development actors have proliferated in downtowns since 1990. The urban design impacts of these megaprojects on the surrounding urban fabric have been little studied. Data on the institutional history, physical expansion, and relationship of the megaprojects to the urban fabric is combined with a qualitative analysis of megaproject theory and its application to the American condition, as well as to the political economy of development in American shrinking cities. The chapter concludes that megaprojects such as convention centers and casinos tend to expand inexorably once they are introduced into the American downtown. This metastasis results in the destruction of existing older buildings and street networks, the consolidation of street blocks into ever-larger superblocks, and the eventual physical restructuring of downtowns into enclaves of older fabric amidst clusters of megaproject superblocks. Applying Jacobs’ (1992) theory of “moral hybrids” between “commerce and politics” to megaproject metastasis, the chapter argues that while megaprojects may be inevitable in American downtowns, they should be sited away from active, small-scale urban fabrics to reduce the negative impacts of future metastases. The chapter takes a design-oriented perspective on a phenomenon that is almost always understood from a political economy perspective alone. Megaprojects are significant physical entities, and the chapter clarifies their physical impacts on the urban fabric while indicating urban design policy directions to reduce these impacts in future.

Details

Urban Megaprojects: A Worldwide View
Type: Book
ISBN: 978-1-78190-593-7

Keywords

Article
Publication date: 6 July 2022

Xin Xia and Pengcheng Xiang

Managers of megaprojects face social risk management challenges throughout the various design, construction, and operation stages, owing to the various conflicts of…

Abstract

Purpose

Managers of megaprojects face social risk management challenges throughout the various design, construction, and operation stages, owing to the various conflicts of interest among stakeholders, public skepticism, and opposition. However, most existing studies have not focused on the dynamic analysis of integrating social risks in these stages. This study developed a dynamic analysis approach to explore the dynamics of critical social risk factors and related stakeholders of megaprojects and built the managerial maps for various stakeholders.

Design/methodology/approach

Based on the social analysis network (SNA), a dynamic network analysis approach for understanding the dynamics of social risk and related stakeholders has been developed by literature and case analysis. The approach comprises the following steps: (1) generating social risk–stakeholder networks in different stages; (2) analysis of the critical stakeholders and social risk factors; (3) dynamic analysis of social risk factors; and (4) developing social risk management maps for various stakeholders. To verify the feasibility and effectiveness of the approach, 40 megaprojects from China were analyzed.

Findings

According to the results, the local government is a critical stakeholder during all stages, inadequate information promotion (IIP) and imperfect communication and coordination mechanism (ICCM) are key social risk sources throughout the megaproject life cycle. Furthermore, the management maps for government organizations, project implementation groups, and external stakeholders were constructed.

Originality/value

This research has three contributions. First, a dynamic analysis approach of stakeholder-associated social risks in megaprojects is developed, which enriches the social risk management theory of megaprojects and provides inspiration for future research focus. Second, the social risk–stakeholder networks and critical social risks in different stages are confirmed to provide a more valid and accurate picture of social risk management in megaprojects. Third, the social risk managerial maps for different stakeholders built in this research will be beneficial for governments, project implementation groups, and external stakeholders to optimize management strategies.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 4 August 2022

Cong Liu, Jiming Cao, Kaifeng Duan and Guangdong Wu

This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.

Abstract

Purpose

This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.

Design/methodology/approach

Network position is measured with centrality and structural holes. Substantive conflict and affective conflict reflect inter-team conflicts. A questionnaire survey was implemented in Chinese megaprojects, and 309 valid questionnaires were collected. The data were analyzed using structural equation modeling and bootstrapping methods.

Findings

The results show that centrality negatively impacts project success, while the presence of a team in a structural hole has no significant impact on project success. Centrality is negatively related to substantive conflict and is positively related to affective conflict. The team in a structural hole has a positive effect on substantive conflict and a negative effect on affective conflict. Substantive conflict and affective conflict have positive and negative effects on project success, respectively. The effect of network position on project success is mediated by inter-team conflict.

Research limitations/implications

This research provides a reference for megaproject managers to better conduct network governance, manage inter-team conflict, and successfully manage projects. The study did not investigate the effects of changes in teams' network positions on project success. Future research should explore this facet of megaprojects.

Originality/value

This research adds to existing research on network position, and reveals that project network governance is important for megaproject success. This provides a new direction for megaproject management. Furthermore, the results validate constructive and non-constructive roles and the mediating role of inter-team conflict. This complements the literature on conflict management, providing a reference for megaproject managers when managing inter-team conflict.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 18 July 2022

Salman Ashkanani and Robert Franzoi

This paper aims to present a structured and comprehensive review of relevant works, collected through a systematic methodology and clustered into nine meaningful…

Abstract

Purpose

This paper aims to present a structured and comprehensive review of relevant works, collected through a systematic methodology and clustered into nine meaningful categories on megaproject management systems and the current requirements for improved industrial megaprojects.

Design/methodology/approach

The methodology employed in this paper retrieves relevant works from available online citation indexes that are published in peer-reviewed journals and other reliable sources from 2000 to 2021.

Findings

It has been observed that the literature on megaproject management is still premature and requires further research to understand better the main gaps and effects of large-scale and typically complex megaprojects. Significant improvements are needed towards covering gaps to address the project management system holistically over the entire project life cycle. There are no clear guidelines for achieving a complete and conclusive project management system and enhancing future megaprojects' management capabilities.

Originality/value

This paper provides a clear picture of the existing literature on megaproject management systems, contributing insights for successful megaproject projects. Additionally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 July 2022

Aimin Wang

Detecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend…

Abstract

Purpose

Detecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience.

Design/methodology/approach

Drawing on the theory of weak signals, 25 potential precursors of megaproject crises are extracted. Using exploratory structural equation modeling (ESEM), four models were tested to identify key crisis precursors based on a questionnaire survey of 168 megaproject participants in China. Analysis of variance (ANOVA) was employed to examine the differences in participants’ perceptions of key crisis precursors.

Findings

Four key crisis precursors were identified: Imbalance of Benefits and Costs, Irresponsible and Unqualified Key Participants, Regulatory Mechanisms Lacking Transparency and Flexibility, and Information Uncertainty and Asymmetry. Compared with senior executives, team members think that key crisis precursors related to regulatory mechanisms and key participants are more likely to trigger crises, which affects responsive actions toward detected crisis precursors. The findings help identify problems at an early stage and enable timely intervention to mitigate crises.

Research limitations/implications

Detection of key crisis precursors allows for proactive and targeted actions to mitigate crises. Megaproject development is affected by institutional mechanisms. The influence of institutions on the effectiveness of crisis management needs further investigation.

Originality/value

Limited attention has been paid to recognizing precursors of megaproject crises. This study identifies four key crisis precursors by uncovering the interrelationships among potential precursors, which enables rapid adaptation to future crises.

Details

International Journal of Managing Projects in Business, vol. 15 no. 6
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 28 June 2022

Dedong Wang, Xiaoru Zhao and Kangning Zhang

The increasingly uncertain and unstable factors in the internal and external environments of megaprojects lead to more potential crises and challenges, hence increasing…

Abstract

Purpose

The increasingly uncertain and unstable factors in the internal and external environments of megaprojects lead to more potential crises and challenges, hence increasing the importance of improving organizational resilience. This study aimed to explore the effects of transformational leadership and employee self-efficacy on organizational resilience from a leader–employee perspective.

Design/methodology/approach

By combining the perspectives of leaders and employees, this study constructed a development mechanism of the organizational resilience of megaprojects. Organizational climate and organizational learning were selected as two organizational resources to study the mediating roles of leaders and employees. A partial least-squares structural equation model was used to test the hypotheses based on data collected from 243 respondents.

Findings

Results show that transformational leadership and employee self-efficacy positively affect organizational resilience and organizational resources. Organizational learning positively mediates the effects of leader–employee factors on organizational resilience, whereas organizational climate does not.

Originality/value

This study verifies the positive role of transformational leadership and employee self-efficacy in organizational resilience and reveals the development mechanism of using organizational resources to build organizational resilience. This paper enlightens project managers and employees on how to well respond to the uncertainty and complexity of megaprojects.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 10 May 2022

Shankar Sankaran, Stewart Clegg, Ralf Müller and Nathalie Drouin

The purpose of this paper is to investigate and discuss stakeholder issues faced by renewable energy megaprojects and in particular solar and wind power projects and their…

Abstract

Purpose

The purpose of this paper is to investigate and discuss stakeholder issues faced by renewable energy megaprojects and in particular solar and wind power projects and their relevance to socioeconomic evaluation of megaprojects.

Design/methodology/approach

The paper uses secondary data collected from the recent literature published on stakeholder issues face by mega solar and wind power energy generation projects around the world. The issues are then analysed across specific challenges in five continents where these projects are being developed. The paper then focuses on the literature on energy justice to elaborate the type of issues being faced by renewable energy megaprojects contributing to the achievement of UN Sustainable Goal 7 and their impact on vulnerable communities where these projects are situated.

Findings

Renewable energy megaprojects are rarely discussed in the project management literature on megaprojects despite their size and importance in delivering sustainable development goals. While these projects provide social benefits they also create issues of justice due to their impact of vulnerable populations living is locations where these projects are situated. The justice issues faced include procedural justice, distributive justice, recognition inequalities. The type of justice issues was found to vary intensity in the developed, emerging and developing economies. It was found that nonprofit organisations are embarking on strategies to alleviate energy justice issues in innovative ways. It was also found that, in some instances, smaller local projects developed with community participation could actually contribute more equitable to the UN sustainable development goals avoiding the justice issues posed by mega renewable energy projects.

Research limitations/implications

The research uses secondary data due to which it is difficult to present a more comprehensive picture of stakeholder issues involving renewable energy megaprojects. The justice issues revealed through thesis paper with renewable energy megaprojects are also present in conventional megaprojects which have not been discussed in the project management literature. Post-COVID-19 these justice issues are likely to become mor prevalent due to the pandemic's impact on vulnerable population exacerbating the issues and increasing their severity on these populations. Therefore it is becoming even more critical to take these into account while developing renewable energy megaprojects.

Practical implications

Proper identification and response to energy justice issues can help in alleviating stakeholder issues in renewable energy megaprojects.

Social implications

Contributes to the equitable achievement of the United Nations Sustainable Development Goal 7.

Originality/value

This paper addresses a gap in the project management literature on the exploration of stakeholder issues on renewable energy megaprojects. It also brings out the importance of justice issues which can assist in expanding stakeholders issues faced by megaprojects as these issues have not received sufficient attention in the past in the project management literature.

Details

International Journal of Managing Projects in Business, vol. 15 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Open Access
Article
Publication date: 18 May 2022

Salman Ashkanani and Robert Franzoi

There is a large amount of published literature on project management. However, there exists a gap between the existing literature and current practices in the industry…

Abstract

Purpose

There is a large amount of published literature on project management. However, there exists a gap between the existing literature and current practices in the industry for the development and execution of megaprojects. Existing literature generally focuses on individual elements applicable to project management in general. This article aims to provide an overview of the project management system components used in industrial megaprojects and identify the gaps between theory and practice, which can be used as input for further research on the topic.

Design/methodology/approach

The topic of megaproject management is reviewed based on available literature sources on megaproject management systems to identify the main gaps in the literature between theory and practice. Based on the findings, an analysis is provided to discuss the improvements required in distinct project management areas and phases.

Findings

There are multiple gaps associated with issues, failures, successes and challenges in industrial megaprojects. Improvements are needed in distinct management areas and over the entire project lifetime. Further guidelines are required for achieving improved megaproject management systems. Such concepts could benefit researchers and practitioners in streamlining their research toward the most relevant and critical areas of improvement of megaproject management systems.

Originality/value

This study addresses the literature gaps between theory and practices on megaproject management systems with an overview that provides helpful guidance for industrial applications and future research. A holistic analysis identifies gaps and critical drives in the body of knowledge, revealing avenues for future research focused on quality as the central pillar that affects the entire megaproject management system.

Details

Management Matters, vol. 19 no. 2
Type: Research Article
ISSN: 2279-0187

Keywords

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