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1 – 10 of 120Uncertainty, a state of unknowing linked to threats and opportunities, is a key characteristic of megaprojects, making it challenging for government officials and politicians to…
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.
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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…
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.
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Ernesto De Nito, Andrea Caccialanza, Paolo Canonico and Edoardo Favari
Megaprojects stimulate and challenge public opinion across countries, generating extensive reactions from citizens. Given their ability to attract public attention, they may also…
Abstract
Purpose
Megaprojects stimulate and challenge public opinion across countries, generating extensive reactions from citizens. Given their ability to attract public attention, they may also influence public participation in collective choices and political decision-making. These issues are relevant for evaluating projects, but are unfortunately rarely discussed in the managerial literature. This study aims to open up a debate on social issues and how they could be taken into account within management studies.
Design/methodology/approach
This study carried out a systematic review of the literature on the social impact of megaprojects to identify different research areas related to the evaluation of megaprojects from a social perspective.
Findings
This study identified three different research areas related to the evaluation of megaprojects from a social perspective: the role of power and social issues; infrastructure and social space; and stakeholder engagement and endorsement.
Originality/value
This paper underlines the need to go beyond current understanding of the social impacts of megaprojects and calls for a more interdisciplinary research agenda.
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Linlin Xie, Ting Xu, Tianhao Ju and Bo Xia
The alienation of megaproject environmental responsibility (MER) behavior is destructive, but its mechanism has not been clearly depicted. Based on fraud triangle theory and the…
Abstract
Purpose
The alienation of megaproject environmental responsibility (MER) behavior is destructive, but its mechanism has not been clearly depicted. Based on fraud triangle theory and the fuzzy set qualitative comparative analysis (fsQCA) method, this study explored the combined effect of antecedent factors on alienation of MER behavior.
Design/methodology/approach
Based on the fraud triangle theory and literature review, eight influencing factors associated with the alienation of MER behavior were first identified. Subsequently, the fuzzy-set qualitative comparative analysis was used in this study to reveal configurations influencing alienation of MER behavior.
Findings
The study found nine configurations of MER behavioral alienation antecedent factors, integrated into three types of driving modes, i.e. “economic pressure + learning effect,” “institutional defect + moral rejection,” and “information asymmetry + economic pressure + expectation pressure.”
Originality/value
By analyzing the configuration effects of various induced conditions, this study puts forward a comprehensive analysis framework to solve the alienation of MER behavior in the megaprojects and a practical strategy to control alienation of MER behavior.
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