The organisational architecture of megaprojects

Denicol, Juliano; Davies, Andrew; Pryke, Stephen

doi:10.1016/j.ijproman.2021.02.002

Cited by 60 publications

(53 citation statements)

References 104 publications

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“…The level of explorative learning is directly influenced by organizational structure. It is interesting to explore the temporal dimension of the relationship between the deployment of learning and the project system organization (PSO) (Denicol et al, 2021) or project network organizations (Lundin et al, 2015) in the progress of projects. Further research assessing explorative learning as a comparative case between a traditional organization and a program-based organization consisting of largely autonomous projects (Midler et al, 2019) would be of great interest.…”

Section: Discussionmentioning

confidence: 99%

Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge

Liu

Houwing

Hertogh

et al. 2022

Project Management Journal

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Research on explorative learning has primarily focused on the organizational level. Not much research has been done at the megaproject level, which is a more complex form of organizing. Therefore, it is advisable to analyze how the pursuit of explorative learning is enabled at the megaproject level. This research draws upon the case study of the Hong Kong-Zhuhai-Macao Bridge (HZMB)—a cross-sea link construction project—to study how explorative learning was achieved and sustained. The findings from archival documents, interviews, and focus group discussions indicate that megaprojects are more likely to increase in complexity but might bring value via more significant learning opportunities. Explorative learning is enacted through the complementary use of owner leadership, collaboration, external resources, and experiments. This research adds to our knowledge of how explorative learning works in practice and highlights its significance in the context of megaprojects.

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Section: Discussionmentioning

confidence: 99%

Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge

Liu

Houwing

Hertogh

et al. 2022

Project Management Journal

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“…Furthermore, from a temporary organizational perspective, project management entails managing both technical aspects and leadership (He, Luo, Hu & Chan, 2015;Graham, Nikolova & Sankaran, 2020;Pitsis, Clegg, Freeder, Sankaran & Burdon, 2018). Megaprojects often transcend technical activities and task relationships as they involve significant human relationships that include both internal and external stakeholders (Amoatey & Hayibor, 2017;Denicol, Davies, & Pryke, 2021). Consequently, it has been deemed crucial to look into leadership aspects in megaproject management.…”

Section: Introductionmentioning

confidence: 99%

Complexity, leadership, and megaproject performance: A configuration analysis

Damayanti

Hartono

Wijaya

2021

JIEM

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Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

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“…This is because the rest of the contractors would organize around these two. Major projects also aren't necessarily sets of homogenous activities in terms of riskiness or complexity (Denicol, Davies and Krystallis, 2020 [13]; Denicol et al, 2021[14]). Hence, applying a single delivery model and/or risk allocation mechanism to the entire project may be suboptimal.…”

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confidence: 99%

“…Williamson (1979[33]) further developed these concepts and established TCE. The opportunistic behaviour of suppliers and the potential of hold-up is the key driver of transaction cost 13 . Opportunism comes to the forefront especially when we cannot write a complete contract that would foresee everything and renegotiations will be necessary after its signature.…”

mentioning

confidence: 99%

“…The resource based angle in the exchange relationship analysis is for example that a procurement entity cannot engage in a collaborative procurement approach if the capability level of the supplier far exceeds that of the entity. Hence, we cannot insource an activity in pattern 6 so resolve a hold-up problem.12 e.g., specifying what you want to buy, organizing a tender/competition, defining/negotiating a contract, contract management and monitoring 13. The concepts related to TCE were introduced already in chapter 2, so we do not repeat the explanations here.…”

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confidence: 99%

See 1 more Smart Citation

Procurement strategy in major infrastructure projects

2021

OECD Public Governance Policy Papers

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The organisational architecture of megaprojects

Cited by 60 publications

References 104 publications

Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge

Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge

Complexity, leadership, and megaproject performance: A configuration analysis

Procurement strategy in major infrastructure projects

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