Editorial: Trust and governance in megaprojects

Vukomanović, Mladen; Cerić, Anita; Brunet, Maude; Locatelli, Giorgio; Davies, Andrew

doi:10.1016/j.ijproman.2021.04.004

Cited by 12 publications

(4 citation statements)

References 53 publications

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“…For a long time, the private sector has relied on projects to execute business strategy and deliver business change, innovation and effectiveness (Shenhar & Dvir, 2007). Projects have also been instruments of choice for policymakers in the public sector whether they seek to build infrastructure (Flyvbjerg, 2014), plan and deliver Complex Products and Systems (CoPS) (Davies & Brady, 2000; Davies & Hobday, 2005; Gann & Salter, 2000), build or develop capacity (Ika & Donnelly, 2017), improve or reform governance (Vukomanović et al, 2021) or tackle and curb grand challenges (Ika et al, 2020). Several academic and industrial sources report that projects are frequently delivered late and over budget (Flyvbjerg et al, 2003; Locatelli, Mikic, et al, 2017; McKinsey, 2015; PWC, 2013; Sovacool et al, 2014; The Standish Group International Inc., 2020), and about half of the investment projects funded by donors such as the World Bank may have failed to deliver much‐needed impact for the world's poor, that is, their beneficiaries, as a McKinsey‐Devex survey suggests (Ika & Donnelly, 2017; Lovegrove et al, 2011).…”

Section: Five Theses For the Future Of Collaborative Project Manageme...mentioning

confidence: 99%

A Manifesto for project management research

Locatelli

Ika

Drouin

et al. 2023

European Management Review

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Project management research has evolved over the past five decades and is now a mature disciplinary field investigating phenomena of interest to academics, practitioners and policymakers. Studies of projects and project management practices are theoretically rich and scientifically rigorous. They are practically relevant and impactful when addressing the pursuit of operational, tactical and strategic advancements in the world of organisations. We want to broaden the conversation between project management scholars and other scholars from cognate disciplines, particularly business and management, in a true scholarship of integration and cross-fertilisation. This Manifesto invites the latter scholars to join efforts providing a foundation for further creative, theoretical and empirical contributions, including but not limited to tackling grand challenges such as climate change, pandemics, and global poverty. To this end, we identify five theses: 1. Projects are often 'agents of change' and hence fundamental to driving the innovation and change required to tackle grand challenges. 2. Much project management research leverages and challenges theories across disciplines, including business, organisation and management studies, contributing to developing new theories, including those specific to projects and temporary organisations. 3. 'Projects' are useful units of analysis, project management research is ideal for scientific cross-fertilisation and project management scholars welcome academics from other communities to engage in fruitful conversations. 4. As in many other fields of knowledge, the project management research community embraces diversity, welcoming researchers of different genders and various scientific and social backgrounds. 5. Historically rooted in 'problem-solving' and normative studies, project management research has become open to interpretative and emancipatory research, providing opportunities for other business, management and organisational scholars to advance their knowledge communities.project management, temporary organization, organizational change WHY WE NEED THIS MANIFESTOThe projectification of society and the need to tackle grand challengesWe live in a 'project society' where projects shape people, organisations and society (Lundin et al., 2015), a phenomenon that was dubbed 'projectification' in a business context about 30 years ago (Midler, 1995). In this 'project economy', projects (which drive change and innovation) and operations (which make organisations run daily) compete and collaborate as leading economic agents (Nieto-Rodriguez, 2021). This goes beyond the mere focus on single organisations since coalitions are

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Section: Five Theses For the Future Of Collaborative Project Manageme...mentioning

confidence: 99%

A Manifesto for project management research

Locatelli

Ika

Drouin

et al. 2023

European Management Review

Self Cite

View full text Add to dashboard Cite

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“…The PM literature tends to use the concept of governance as an umbrella category to describe how relationships among parties in LIPs are arranged and organized (e.g., Denicol et al, 2020), often focusing on practical concerns such as strategy, control, and performance systems (e.g., Bourne et al, 2023). Some PM scholars have, however, started to recognize that there is a need to advance our theoretical understanding of interorganizational project governance (e.g., Müller et al, 2023).…”

Section: Toward An Integrative Perspective On Governing Lipsmentioning

confidence: 99%

Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance

Roehrich,

Davies,

Tyler

et al. 2023

J of Ops Management

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“…A variety of studies have focused on interorganizational relationship management in megaprojects, such as promoting relational contracts, advocating relational governance, and exploring the role of guanxi in the Chinese context (Martin & Benson, 2021;Vukomanović et al, 2021;Zheng et al, 2021). Many organizations are involved in the technological innovation of megaprojects, and forming an excellent interactive relationship to carry out collaborative innovation is closely related to trust commitment and communication coordination in the innovation process.…”

Section: Introductionmentioning

confidence: 99%

Impact of Innovation Organization Network on the Synergy of Cross-Organizational Technological Innovation: Evidence From Megaproject Practices in China

Zhao

Dong-jiao

Chen

et al. 2023

Journal of Civil Engineering and Management

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The construction industry has made an indispensable contribution to China’s environmental and economic development. With the advent of the volatile, uncertain, complex, and ambiguous (VUCA) era, cross-organizational collaboration has enabled megaproject participants to engage significantly in problem-solving and technological innovation. The impact of innovation organization network on the synergy of cross-organizational technological innovation (COTI synergy) in megaprojects is imperative for theoretical researchers and engineering practitioners. Therefore, this study aims to develop a hypothetical model of innovation organization network and COTI synergy, focusing on the mediating role of interorganizational relationships and the moderating effect of the technological innovation environment. The results of 211 questionnaires from the Chinese construction industry show that innovation organization network improves COTI synergy. Trust and communication play a vital mediating role between innovation organization network and COTI synergy. Moreover, innovative culture has a significant positive moderating effect on innovation organization network and interorganizational relationships. From the perspective of organization network, this study provides new insights into the development of technological innovation management research on megaprojects, theoretical references, and practical suggestions for project teams in developing countries to improve collaborative technological innovation efficiency.

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Editorial: Trust and governance in megaprojects

Cited by 12 publications

References 53 publications

A Manifesto for project management research

A Manifesto for project management research

Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance

Impact of Innovation Organization Network on the Synergy of Cross-Organizational Technological Innovation: Evidence From Megaproject Practices in China

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