Governance of institutional complexity in megaproject organizations

Qiu, Yumin; Chen, Hongquan; Sheng, Zhaohan; Cheng, Shiduan

doi:10.1016/j.ijproman.2019.02.001

Cited by 119 publications

(91 citation statements)

References 56 publications

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“…In the project management literature, governance structures are usually introduced as snapshots of already developed structures. That is, the actors and institutions are placed at different levels of governance, and several aspects of the governance structure are designed to be flexible and adaptive against the dynamics of internal interrelations and external environment (Qiu et al, 2019) with the aim of reaching higher capability (Adami & Verschoore, 2018; Müller et al, 2014) or enhancing efficiency (Crawford et al, 2008; Zhai et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Evolution of Governance in a Collaborative University–Industry Program

Derakhshan

Fernandes

Mancini

2020

Project Management Journal

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This article presents the emergence and evolution of actors and institutions in a collaborative program from the strategic planning to the execution and delivery phase. The ethnographic study of a collaboration revealed that, while formal regulations are prerequisites for initiating collaborations, further drivers of the interactions between program participants are oriented by path dependency, cultural familiarities, and goal sharing. This article shows that many microdynamics exist among actors and institutions inside the governance structure, co-evolving in parallel with the transition through the program’s phases. There are, however, two main drivers orienting these dynamics: formal regulations and trust.

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Section: Introductionmentioning

confidence: 99%

Evolution of Governance in a Collaborative University–Industry Program

Derakhshan

Fernandes

Mancini

2020

Project Management Journal

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“…Mega infrastructure projects, especially transportation infrastructure, cause huge losses and social influence when accidents occur. Data shows that the role of staff in the O&M of transport infrastructure is much greater than 26% [ 75 ], so improving the skills of staff in monitoring and handling malfunctions is an effective way to ensure the safe and smooth operation of infrastructure. According to the research of safety expert Heinrich, there is an “88:10:2” rule in the operation safety of infrastructure [ 75 ].…”

Section: Resultsmentioning

confidence: 99%

“…Data shows that the role of staff in the O&M of transport infrastructure is much greater than 26% [ 75 ], so improving the skills of staff in monitoring and handling malfunctions is an effective way to ensure the safe and smooth operation of infrastructure. According to the research of safety expert Heinrich, there is an “88:10:2” rule in the operation safety of infrastructure [ 75 ]. That is, in 100 safety accidents, 88 are caused by human causes, 10 are caused by people and objects, and only 2 are caused by “natural disasters” that are difficult to prevent.…”

Section: Resultsmentioning

confidence: 99%

An Indicator System for Evaluating Operation and Maintenance Management of Mega Infrastructure Projects in China

Chen

Pan

Jia

et al. 2020

IJERPH

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Mega infrastructure projects provide a basic guarantee for social development, economic construction, and livelihood improvement. Their operation and maintenance (O&M) management are of great significance for the smooth operation and the realization of the value created by the projects. In order to provide an approach for effectively evaluating O&M management, this study develops a holistic indicator system using a mixed-review method from the national macro perspective in China. In this study, literature analysis, policy texts, expert interviews, and grounded theory were used to collect relevant data at home and abroad, and establish an initial evaluation indicator system with 23 indicators covering two dimensions and five aspects. Then the questionnaire survey and factor analysis were used to score and categorize the indicators, and finally an evaluation indicator system for O&M management of mega infrastructure projects was formed. The results show that social relations, environmental benefits, macro policy, and operational capacities play an important role in the evaluation of the O&M of mega infrastructure projects. This study helps the management team to avoid negative impacts in the O&M management of mega infrastructure projects and lays a theoretical foundation for future research. The indicator system in this study is based on the Chinese context, and it remains to be verified whether the indicator system is applicable to other countries due to the differences in political and cultural backgrounds in different regions.

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“…However, there is little research that explores the relationship between complexity and contractual forms in construction and infrastructure projects. For example, while Qiu et al [32] explore causes for institutional complexity in megaprojects, and its impact on governance in a single case study, they do not consider the impact of different contractual relationships.…”

Section: Risk and Complexitymentioning

confidence: 99%

Preparing for Successful Collaborative Contracts

2020

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Preparing well before entering a contract is always vital, independent of the characteristics of the project and type of contract. However, as projects become larger and more complex, and value for stakeholders and society becomes the dominating perspective on success, the need for well-developed collaboration is becoming more and more critical. In this paper, we investigate how the parties should prepare for a collaborative project. The purpose is to help owners secure the success of the project for its key stakeholders. We choose to address the issues as an active risk mitigation strategy that serves as a vehicle to reduce uncertainty, avoid unnecessary risks, and utilize opportunities as a project owner. We look at the project mainly through a project owner perspective, but on key points, we contrast this with contractor perspectives. The research was performed in Australia in 2020 and includes public and private sector investment projects. The methodology is qualitative case studies and includes primarily in-depth interviews supplemented with document studies and two workshop group discussions. The paper highlights the difference between being collaborative in a contract and using a collaborative contract. The results document significant differences in preparations depending on the degree of complexity of the projects. One major difference is illustrated in the different levels of precision in terms and definitions used in communication. Complex projects require freedom of interpretation only gained by allowing wide and less precise expressions.

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Governance of institutional complexity in megaproject organizations

Cited by 119 publications

References 56 publications

Evolution of Governance in a Collaborative University–Industry Program

Evolution of Governance in a Collaborative University–Industry Program

An Indicator System for Evaluating Operation and Maintenance Management of Mega Infrastructure Projects in China

Preparing for Successful Collaborative Contracts

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