Integrating hierarchical and network centric management approaches in construction megaprojects using a holonic methodology

Abstract

PurposeTraditional “hierarchical” and “network-centric management” approaches often associated with the management of well-defined construction projects lack the adaptability to cope with uncertainty, standardised practices and the required conformance to industry standards. The purpose of this paper is to propose an integrative “holonic” methodology for the management of megaprojects in the construction industry, which incorporates both adaptability and conformance to standards, and to illustrate the associated benefits of such a methodology.Design/methodology/approachA multi-case study comprising three cases delivered in the USA and Australia, namely the Adelaide Desalination Plant (ADP), the Seattle–Tacoma International Airport, and the Olmsted Locks and Dam Replacement project were utilized to demonstrate the key features of the hierarchical, network-centric and holonic approaches to managing megaprojects.FindingsThe case studies demonstrate incorporating the holonic approach into the management of complex construction projects results in increased management effectiveness and project success. The proposed “holonic” methodology provides the potential to efficiently manage megaprojects navigating through high degrees of uncertainty.Practical implicationsThe adoption of the holonic view by project management (PM) practitioners will help them manage megaprojects that are characterised by greater complexity. Second, the proposed methodology enables the discipline of PM to evolve in alignment with rapidly unfolding global transformation trends.Originality/valueThis paper demonstrates the application of the “holonic” methodology to the domain of the management of construction megaprojects. Such an approach is needed as construction projects become increasingly more complex across the world due to technological, political and social uncertainties, larger scale, changing environmental and safety regulations, and the growing involvement of human factors germane to this research.

Level of sub-contracting design responsibilities in design and construct civil engineering bridge projects

“…The next sections describe the within-case analysis and the cross-case analysis (Eisenhardt, 1989; Gorod et al. , 2021).…”

“…Table 1 captures all the information of the cases, allowing for a cross-case analysis (Eisenhardt, 1989; Gorod et al. , 2021; Miles and Huberman, 1994).…”

Value co-creation in asset integrity and improvement portfolio: evidence from the Australian mining industry

“…While value is maximised when defined and created collaboratively (Chang et al , 2013; Chih et al , 2019; Martinsuo et al , 2019), the findings show value captured in the business case is often distorted through gold-plating and scope creep that tend to occur when attempting to appease all stakeholders through the collaboration process (Samset and Holst, 2016). This is caused by the presence of natural friction amongst the key stakeholders and different perceptions of value and it highlights the importance of effective soft skills from the PM in navigating the differing value perceptions and creating consensus (Gorod et al , 2020; Zuo et al , 2018).…”

Supply network resilience capabilities: a social–ecological perspective

“…The pilot study yielded rich data, which helped frame theoretical sampling to seek other cases in SC relationships with interviewed companies. The researchers sought to examine cases that experienced similar situations in different industry and policy contexts to understand the resilience capabilities at the organizational, SC and industry levels in response to global disruption (Gorod et al , 2021).…”