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This study aims to develop an interface management risk interaction modeling and analysis methodology applicable to complex systems in high-speed rail construction projects, reveal the interaction mechanism of interface management risk and provide theoretical support for project managers to develop appropriate interface management risk response strategies.

This paper introduces the association rule mining technique to improve the complex network modeling method. Taking China as an example, based on the stakeholder perspective, the risk factors and significant accident types of interface management of high-speed rail construction projects are systematically identified, and a database is established. Then, the Apriori algorithm is used to mine and analyze the strong association rules among the factors in the database, construct the complex network, and analyze its topological characteristics to reveal the interaction mechanism of the interface management risk of high-speed rail construction projects.

The results show that the network is both scale-free and small-world, implying that construction accidents are not random events but rather the result of strong interactions between numerous interface management risks. Contractors, technical interfaces, mechanical equipment, and environmental factors are the primary direct causal factors of accidents, while owners and designers are essential indirect causal factors. The global importance of stakeholders such as owners, designers, and supervisors rises significantly after considering the indirect correlations between factors. This theoretically explains the need to consider the interactions between interface management risks.

The interaction mechanism between interface management risks is unclear, which is an essential factor influencing the decision of risk response measures. This study proposes a new methodology for analyzing interface management risk response strategies that incorporate quantitative analysis methods and considers the interaction of interface management risks.

The purpose of this paper is to set out to identify key team factors associated with the fast implementation of capital projects. Although scholars theorise that project success depends as much on the effective management of project personnel as on technical management, the project literature is virtually silent on which team practices are pivotal.

Using a model‐based quantitative research design, the impact of team management variables on the speed of two different phases of capital project implementation were examined: project execution and project construction. Multi‐method data collection included 252 individual surveys, archival documents, and whole team interviews conducted at the closeout of 56 capital projects implemented in four continents by 15 Fortune 500 companies in the process industries.

Empirical analysis revealed that only some of the variables predicted from other literatures (project manager – PM continuity, cross‐functional team integration, and PM incentives) were significantly linked to fast schedule outcomes. Some key drivers differed according to temporal phase.

Limitations of this study included its cross‐sectional design, modest sample size and sampling frame, but the findings clearly demonstrate the value of further research into key team factors for project success.

The results suggest that strategic management of project personnel can drive project speed. Phase‐linked key team practices are identified for improving time performance in capital projects.

This study breaks new ground by exploring whether key team practices are generic and phase‐specific, and by identifying specific team drivers of speed for two capital project phases using objective outcome measures.

Describes the approach concerning management development in a fast‐growing international telecommunication company trying to survive the multimedia revolution, namely Alcatel Telecom. Calling itself the hi‐speed company, Alcatel tries to profile the organisation externally, simultaneously evoking a new culture internally as well. Efforts from management and all employees are required to meet the hi‐speed objectives. To make people aware of the new drive and work values, several hi‐speed projects have been set up since 1997, such as the change program, the hi‐speed café and awards, and SIE (small interactive enterprises). Furthermore, the role of managerial values, the development of international managers and the implementation of MD programs by the Alcatel university, Antwerp, will be highlighted.

The problem of diverse cash flows associated with a construction “project” appear in four progressive cycles. These are the initiating construction cycle and closing deconstruction cycle (devaluation cycle). The effectiveness of any project is given by capitalisation cycle. The optimisation of payback (credit return) cycle is critical for any project.

For calculate of activity durations, cash flows and even we may use the spreadsheet table as a tool for expression of calculation formulas. This approach may offer a mechanism for answers regarding the sensitivity of manageable parameters (say changes in costs, construction speeds, duration of activity). The problem of optimal capacity expansion of construction work as a time dependent problem is studied in many different applied contexts. Traditional capacity planning usually begins with a forecast of demand on the basis of organisational or technological needs.

The implementation of a technical project carried out in conditions of high production speeds and low time reserves requires changes in technologies, organisation and preparation of construction. In each specific case, a civil engineer needs to know the economic impacts (the capability of applicable calculations).

It is obvious from the given example, which has the same features as the execution of a series of construction projects in recent years, that the myth of the importance of executing works in large volumes ahead of the deadlines has significant financial consequences.

The purpose of this paper is to develop a novel integrated risk assessment method from the system perspective to evaluate the risk of the cross-regional mega construction project (CMCP). Furthermore, this paper aims to confirm the core risk source factors and refine the risk management strategies of CMCPs through a case study.

Based on the analysis of the risk system of CMCPs, the concept model and risk assessment principles of integrated risk assessment were confirmed. The risk source factors and project objectives of the CMCP were identified from a literature review, export interview and case analysis. According to the vulnerability theory, the integrated risk assessment model was developed by involving vulnerabilities, threats, objectives and interaction of those factors synthetically. Then, ZW high-speed railway from China was analyzed to verify the feasibility and effectiveness of the proposed method.

As a result, 12 threat factors and 12 vulnerability factors were identified. Based on the case study, the main external threat comes from T13 (conflicts of interest between local governments) and T23 (harsh natural environment); the most easily exploited internal vulnerabilities were V11 (complexity of technology), V13 (lack of experience in technical application), V21 (inadequate experience) and V23 (lack of interest coordination mechanism). Moreover, the economic objective was most affected.

It is essential to develop an interest coordination mechanism for CMCPs. The harsh natural environment is a critical factor, but it also promotes technological innovation and iteration. Public opinions in different regions are critical for CMCPs, and more emphasis should be placed on public opinion surveys of CMCPs. Moreover, diverse and flexible environmental protection strategies should apply in CMCPs.

This research has the following three contributions. First, based on vulnerability theory, an integrated risk assessment approach of CMCPs is developed, which enriches the risk measurement method system and provides inspiration for future research on risk in the construction industry. Second, the risk sources of CMCPs are identified from the perspective of vulnerability and threat to provide clear guidance for the risk management of CMCPs. Third, the core risk source factors and management strategies confirmed by the case study will be beneficial for various governments in different regions and project managers to optimize the project management scheme, as they are transferable management experiences.

Design-build (DB) has become widely prosperous in recent years. This new approach could be applicable to construction projects in either developed or developing countries. However, the implementation process of DB in Vietnam encounters difficulties due to the unfamiliarity and inexperience with the approach. This study aims to identify the correlation and causality between critical success factors (CSFs) and DB project performance measured by key performance indicators (KPIs).

A questionnaire was used to collect the project data from public and private sector DB projects in Vietnam. The correlation between CSFs and KPIs was identified through correlation analysis. Then, the causality was explored through regression analysis.

The results of correlation indicate that parties’ capabilities play an important role in determining the success or failure of DB projects. In addition, the results of causality highlight six CSFs which significantly affect DB project performance, including resolving conflicts quickly; effective overall managerial actions in planning, organizing, leading and controlling; project participants’ satisfaction with the financial return from the project; competent multidisciplinary project team; project team members’ good/active attitudes to the job; and adequate funding throughout the project. It was also shown that there is no significant difference about the project performance between public and private sector DB projects.

Identifying the correlation and causality between CSFs and different aspects of DB project performance could help project participants to know the controllable CSFs on which they must focus more. Hence, they could manage these CSFs properly to increase the chance of meeting time, cost and quality objectives of DB projects in which they are involved and achieving the owners’ satisfaction.

The findings of this study could provide project participants in Vietnam, as well as similar developing countries, with a better understanding of the impact of CSFs on different aspects of DB project performance. Hence, they could make effective CSFs-based improvements on their management-oriented approaches to enhance different aspects of DB project performance.

The purpose of this article is to explore the integrated processes of action learning, entrepreneurial learning and new venture creation by students and graduates in the creative industries by addressing two questions: How do action learning and entrepreneurial learning connect with new venture creation in the context of the creative industries? How does learning influence the types of creative enterprises developed by students?

The article is based around the case of the Student Placements for Entrepreneurs in Education (SPEED) project which ran in 13 higher education institutes (HEIs) in the UK between 2006 and 2008. This provided an innovative, action‐learning based route, enabling students to create new business ventures as self‐started work experience. The article uses the case to develop theoretical perspectives on creative entrepreneurship and action learning.

The article draws lessons from the experience of the SPEED programme as an innovative multi‐HEI project, and develops a conceptual model of creative entrepreneurship with illustrative cases. Transferable insights and a model of entrepreneurial action learning illustrate connections between venture formation and “pull” learning.

It is increasingly clear that graduate self‐employment and entrepreneurship must make an essential contribution to educational and economic development in the post‐recessionary economic era, but this is problematic, especially in the creative industries. Recommendations for development based on these models and practices are proposed for educators and policy‐makers.

The article connects action learning with theories of new venture creation and entrepreneurial learning. It develops critical insights and proposes conceptual models of creative enterprise and “pull” learning in venture creation.

With the aim of furthering the understanding of project speed and how to manage the urgent project, the purpose of this paper is to investigate the management challenges involved in delivering a telecommunications infrastructure project in a period of much shorter duration than a similar project. The authors wanted to understand the reasons behind the urgency and how the project management team succeeds in delivering in such a tight time window. Finally, the authors assessed the consequences (negative and positive, during and after the project delivery), knowing that the project was considered a success at its delivery, but not that it was successful at the post-project evaluation.

A case study based on qualitative research interviews with management team including the client, the main contractor and some related stakeholders, combined with case archives and internal documentation from the case project.

The urgency of a project or programme may lead to some negative consequences and impacts. The success seen in a short- and mid-term view is not enough to justify making acceleration decisions: thus holistic thinking and a long-term sustainable approach are needed to ensure continuity and profits.

This research is based on a single case study. There are some limitations regarding how urgent and unexpected the case was managed in comparing to normal case. A second limitation is that there is no clear definition of what are normal practices such that we can say what are a normal case and an urgent case.

There are some lessons learned from this case study about managing the unexpected and the urgent. Practitioners can obtain insight into positive and negative consequences of fast project delivery from this case.

This study is unique in its content and context, since it presents the first-hand insight into a case study that seemed to be successful to some extent (short-term impact); however, negative consequences appeared within a few years of its delivery.

The aim of this paper is to conceptualize time as an important dimension of institutions and, more specifically, to develop the analysis of institutions, time, and temporal misfits. The paper explores these matters in the context of an inter‐institutional project where actors, who represent different organizational fields and respond to different institutional requirements with regards to time and timing, need to collaborate.

The paper centers on three critical incidents taken from a study of a large‐scale telecom project in Norway. The paper is based on an analysis of public documents and 35 interviews with key stakeholders and managers in the focal project.

This research shows that temporal misfits are a critical, yet understudied, element of project organizing. The paper suggests and discusses three primary measures – detecting, correcting, and escaping – that project management makes use of to resolve temporal misfits among the actors involved. To advance the analysis of problems facing projects in institutionally‐bounded settings, the paper proposes a typology of temporal misfits (phase and tempo) and different types of complexity (analyzable and systemic).

Although purposeful in many instances, especially in collaborations across institutional boundaries, timing norms may cause profound organizational problems due to temporal misfits among the actors involved. The paper argues that project managers need to identify and be prepared for such organizational problem by being equipped with a repertoire of resolution strategies to handle them. New concepts and approaches are needed to identify and deal with temporal misfits among important stakeholders in projects.

A number of previous studies on project organizing have emphasized the critical aspects of studying institutions and time; but to date, no comprehensive efforts have been made to combine these ideas in empirical investigations. This study emphasizes the criticality of timing norms and temporal misfits to enhance our understanding of the linkages between projects, institutions, and time.