Exploring Decision-Making Complexity in Major Infrastructure Projects: A Case Study From China

Abstract

The goal of this study is to identify, classify, explore, and understand decision-making complexity elements in major infrastructure projects (MIPs). This article puts forward systematic definitions of decision making, decision-making quality, and decision-making complexity. Based on literature reviews and an in-depth case analysis of Hong Kong-Zhuhai-Macao Bridge (HZMB), a comprehensive framework of decision-making complexity is developed, which divides the elements into six dimensions: technical, social, financial, legal, organizational, and time. The links between different dimensions are also illustrated. This article is expected to deepen our current understanding of decision-making complexity and to provide a fundamental point of reference in the front-end phase of MIPs.

Exploring Technical Decision-Making Risks in Construction Megaprojects Using Grounded Theory and System Dynamics

“…In recent years, many scholars have indicated the significance of identification and control of the complexity and risks of decisionmakings in megaprojects [29,30]. For example, Shi et al [7] presented a comprehensive framework of decision-making complexity in megaprojects, which includes six dimensions which are technical, social, financial, legal, organizational, and time. Liu et al [14] proposed an optimism-based decision-making risk model for bridge projects, where explicit benefits, implicit benefits, construction cost, and operation cost are considered.…”

“…is is a balancing feedback loop indicating that the increase of decision-making scheme risk will result in a higher level of decision-making process risk, and then there will be a higher risk during the execution process of decision-making, which will attract more attention and the decision-making scheme will be checked and improved in turn. Decision-making scheme is the outcome of a decision-making process, guiding the execution process [7].…”

“…Hence, the TDMs include both longterm technology development strategies and short-term technology selections [5,6]. e outcome of a TDM process is a technical decision-making scheme, consisting of decision objectives, key variables, measures, and criteria [7]. e TDMs must be conducted properly to ensure the successful delivery of megaprojects [2,7,8].…”

“…e outcome of a TDM process is a technical decision-making scheme, consisting of decision objectives, key variables, measures, and criteria [7]. e TDMs must be conducted properly to ensure the successful delivery of megaprojects [2,7,8].…”

“…erefore, effective management of TDMRs in megaprojects plays an important role in successful decisionmakings. Further, the TDM in megaprojects is an open environmental system involving multiple subsystems, which has dynamic and complicated relationships among the factors, rather than a series of normative and procedural activities [7,19]. e dynamic complexity makes TDMRs in megaprojects highly interrelated, and the risks are transmitted between the internal and external environments of the system [20].…”