PurposeThe purpose of this paper is to provide a brief overview from the literature on how best to define megaprojects in contemporary contexts. There is a need for a definition that encompasses a complex matrix of characteristics, inclusive of positive and negative aspects, which are not necessarily industry or sector specific. Whilst megaprojects have often been described and defined in terms of cost, they are more accurately delineated by their convolutions. Intricacies arise from political intrigues surrounding funding of such projects and managing and governing complex social and organisational relations. Points for future research are also identified, including: contexts; procurement; institutional perspectives; constituting megaproject cultures; and sustainability. Design/methodology/approachAn analysis of international megaproject literature over the past five years combined with seminal works was undertaken. Drawing on the broad literature of project and program management combined with elements of organizational theory. Whilst some examples are cited, in depth case analysis has not been covered. FindingsAlbeit that the scale of some megaprojects is comparable to national GDP's, seven more characteristics beyond size have been identified which, distinguish megaprojects from large projects. These include: reach; duration; risks and uncertainties; widely disparate actors; areas of controversy such as dispute resolution; and legal and regulatory issues. Originality/valueRigorous stakeholder engagement is critical for success in megaprojects and collaborative learnings need to be exchanged. The longer term social and economic impacts need to be viewed as an imperative rather than a hindrance to the planning and execution of megaprojects and complexity rather than cost more aptly defines megaprojects.

In this paper we analyse the significance of compassion as an emotion in its relationship to various manifestations of power within the organizational context. We critique those theories of compassion that assume that compassion in organizational contexts is motivated only by a noble intent. The paper draws on a study of organizational responses to the flood that devastated the City of Brisbane Australia on the morning of January 11, 2011. We use Clegg's (1989) research framework of 'circuits of power' to provide a triple focus on interpersonal, organizational and societal uses of power together with Etzioni's (1961) model of coercive, instrumental and normative organizational power. We present our findings in a framework constructed by overlapping Clegg (1989) and Etzioni's (1961) frameworks. The unique contribution of this paper is to provide a conceptualization of organizational compassion enmeshed with various modes of power exercised in and by organizations.

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