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Purpose - One of the solutions to manage large public projects that are complex and difficult to manage is through relationship management. Although formal and relational approaches have been adopted in managing relationships, it ...
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Purpose - One of the solutions to manage large public projects that are complex and difficult to manage is through relationship management. Although formal and relational approaches have been adopted in managing relationships, it is widely recognized that participants from developed and developing economies have different mindsets toward these two approaches. The purpose of this paper is hence to elucidate the more effective practices for managers to manage relationships in large public projects that are in countries of different sizes and stages of development. Design/methodology/approach - A structured questionnaire survey was conducted. Multiple stakeholders involved in public construction projects in Singapore and China that include public sector clients and consultants, private sector contractors and conszultants, were approached for data collection to provide information on one of their completed large public project. Findings - Both Singapore and China primarily adopt contractual governance by making rational decisions, pursuing profit and using the contract to guard against trouble. Participants in Singapore are more deeply committed and work more collaboratively than their counterparts in China. Project partners in China build stronger relationships, which may be due to the importance of "guanxi" to conduct business activities there. Originality/value - The comparative study provides managers with different sets of governance practices to adopt to improve the relationships with public clients in large public projects under different environments. In large public projects in developed countries, participants should rely more on relational practices that show commitment and teamwork, while those in developing countries participate in activities that build up their social networks.
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Large projects are predominantly carried out in interorganisational networks that temporarily unify the efforts of multiple firms to work towards a shared goal, such as the construction of a complex infrastructure asset. While ear...
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Large projects are predominantly carried out in interorganisational networks that temporarily unify the efforts of multiple firms to work towards a shared goal, such as the construction of a complex infrastructure asset. While earlier research has highlighted multiple features that are salient to these interorganisational projects (IOPs), and discussed how they are managed, research that would systematically address the differences amongst IOPs is still at its infancy. Drawing on a review of existing research on project organising and network research, the current paper proposes a typology of IOPs consisting of three ideal network types: market-based network, dyad-driven network, and integrated core network. Differences amongst the three types of networks in their structural properties, governance, and antecedent factors are discussed in light of empirical examples, extending our understanding of IOPs as dominant forms of organising production across a broad range of industries. (C) 2018 Elsevier Ltd. APM and IPMA. All rights reserved.
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Purpose In this study, we develop further understanding of how institutional change is created within a mature and local industry. In this pursuit, we examine how a collaborative large project governance model was institutionalize...
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Purpose In this study, we develop further understanding of how institutional change is created within a mature and local industry. In this pursuit, we examine how a collaborative large project governance model was institutionalized at an industrial sector-level through both industry-level activities and “institutional projects”.Design/methodology/approach This study builds on the foundations of institutional fields and institutional change, suggesting that projects are not only shaped by their contexts but also produce institutional change themselves. We conducted extensive fieldwork on the institutionalization of a collaborative project governance model in Finland.Findings The findings illustrate how institutional change in governance of large and complex inter-organizational projects is created at the institutional field level. The institutionalized collaborative project governance model includes aspects of both relational and contractual governance. The change was facilitated by temporal links between the institutional projects as well as vertical links between the institutional projects and the field-level development programs.Originality/value This is one of the first studies to address how a collaborative large project governance model becomes the norm at the institutional field level beyond the boundaries of an individual project or organization.
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We analyze governance in two contemporary nuclear power plant projects:Olkiluoto 3 (Finland) and Flamanville 3 (France).We suggest that in the governance of large multi-firm projects,any of the prevalent governance approaches that...
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We analyze governance in two contemporary nuclear power plant projects:Olkiluoto 3 (Finland) and Flamanville 3 (France).We suggest that in the governance of large multi-firm projects,any of the prevalent governance approaches that rely on market,hierarchy,or hybrid forms,is not adequate as such.This paper opens up avenues towards a novel theory of governance in large projects by adopting a project network view with multiple networked firms within a single project,and by simultaneously going beyond organizational forms that cut across the traditional firm-market dichotomy.Our analysis suggests four changes in the prevailing perspective towards the governance of large projects.First,there should be a shift from viewing multi-firm projects as hierarchical contract organizations to viewing them as supply networks characterized by a complex and networked organizational structure.Second,there should be a shift in the emphasis of the predominant modes of governance,market and hierarchy towards novel governance approaches that emphasize network-level mechanisms such as self-regulation within the project.Third,there should be a shift from viewing projects as temporary endeavors to viewing projects as short-term events or episodes embedded in the long-term sphere of shared history and expected future activities among the involved actors.Fourth,there should be a shift from the prevailing narrow view of a hierarchical project management system towards an open system view of managing in complex and challenging institutional environments.
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The implementation of concepts of multiple land use seems to be relevant in the context of large-scale urban projects, which are now predominately monofunctional. However, current governance settings at these projects seem to be u...
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The implementation of concepts of multiple land use seems to be relevant in the context of large-scale urban projects, which are now predominately monofunctional. However, current governance settings at these projects seem to be unreceptive to this new planning concept. Our in-depth case study of the South Axis project in Amsterdam embraces an actor-centred institutional perspective and seeks to understand how more receptive conditions for norm alignment between key actors can be attained. We reconstruct the introduction of quite radical concepts of multiple land use in this project, which started as an office-development proposal. The implementation was severely hampered by the fact that ambitions were formed in a rather introvert local government - business setting. Only in the last stage, with the adoption of a more extrovert mode of governance that included a variety of national government departments, were more receptive conditions for multiple land use created.
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摘要 :
With a large scope and high degree of complexity, managing large-scale projects is a challenge to project managers. The challenge is even greater when it comes to public sector projects due to the involvement of many stakeholders ...
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With a large scope and high degree of complexity, managing large-scale projects is a challenge to project managers. The challenge is even greater when it comes to public sector projects due to the involvement of many stakeholders and the need to manage various relationships. For these reasons, many projects ended up with poor performance. Research has shown that success in managing large-scale projects requires a great deal of coordination and collaboration which can be done through established processes, strong teams, and involvement of stakeholders. Even though these processes and approaches are known, effectively implementing them is very difficult. The objective of this study is to investigate the management of selected large-scale IS/IT projects in the public sector in order to identify common problems and causes leading to poor performance. Fourteen projects from the US, UK, and Australia were studied, making this research among the few studies to investigate large-scale IS/IT projects in the public sector from different countries. The research results indicate common problems related to system design and implementation, project management and governance, and contract management. Theoretical contributions and implications for practitioners are also discussed.
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In fragmented agglomerations, urban development in peripheral areas tends to express the hegemony of the core city over its suburbs. However, this paper demonstrates that, despite deep-rooted political conflicts, intermunicipal co...
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In fragmented agglomerations, urban development in peripheral areas tends to express the hegemony of the core city over its suburbs. However, this paper demonstrates that, despite deep-rooted political conflicts, intermunicipal cooperation can still take place in the context of cross-border development. I argue that cross-border development has a political and economic logic that is driven by a different power configuration in the metropolis: cross-border coalitions. These coalitions emerge when the redevelopment of areas around municipal borders provides an opportunity for political interests to strengthen their electoral alliances and for business interests to exploit possibilities of growth. This paper investigates urban development in Paris North East, an area on the periphery of Paris that crosses municipal boundaries. It examines how a coalition of public and private actors is cooperating based on the shared benefits they can derive from developments in this area. The case study captures the complex political and economic dynamics driving intermunicipal cooperation by examining the role of local political coalitions, their link with planning agencies, and the behavior of emergent metropolitan entrepreneurs.
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Governance processes and image management strategies in large-scale urban development projects are exposed to a range of contextual and internal actor-network-related influences. These relations are complex and, due the long reali...
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Governance processes and image management strategies in large-scale urban development projects are exposed to a range of contextual and internal actor-network-related influences. These relations are complex and, due the long realization time of these projects, cannot be entirely anticipated by management strategies. This research investigates how organizations manage these complexities and uncertainties, what strategies they employ, and how these strategies adapt over time. The research analyzes the empirical case of the Amsterdam Zuidas development through a series of interviews conducted with key stakeholder group representatives and an extensive study of the development visions at different milestones of the development. The study relates these findings to the theoretical framework of Henry Mintzberg on strategy formation and finds that large-scale urban development projects need to employ overlapping strategies and engage in adaptive learning to balance development ambitions with the internal and external influences affecting the strategies.
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From time to time, the U.S. government has initiated a
particularly large, ambitious program, not as part of the normal R&D
process, which tries to anticipate future needs, but in direct response
to an immediate known national need. Such programs began with the
identification of a compelling goal, then created and applied knowledge
and expertise for the purpose of achieving it. In some cases, this
approach led to remarkably successful accomplishments for the United
States and at the same time gave a very large impetus to both the
application and development of technology. There are two apparent
reasons for the technological benefit. First, the suitability of the
related research and development was guaranteed by its direct
association with the goal, so the problem of agreeing on allocation
criteria was avoided. And second, having the stated goal constantly in
view made it safer to make larger investments, perform bolder research
and development activities, and generally surpass in scope and speed the
accomplishments that would have resulted from incremental, ad hoc
activities. It is natural to ask what factors made these programs
successful. One characteristic of these successful U.S. programs is that
they call on the utmost creative capability of the nation to accomplish
a task of great importance to the country. The author considers the
history of these programs, the manner in which they were accomplished,
how each one was conceived, how it was conducted, and how it advanced
the state of society through technology...
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From time to time, the U.S. government has initiated a
particularly large, ambitious program, not as part of the normal R&D
process, which tries to anticipate future needs, but in direct response
to an immediate known national need. Such programs began with the
identification of a compelling goal, then created and applied knowledge
and expertise for the purpose of achieving it. In some cases, this
approach led to remarkably successful accomplishments for the United
States and at the same time gave a very large impetus to both the
application and development of technology. There are two apparent
reasons for the technological benefit. First, the suitability of the
related research and development was guaranteed by its direct
association with the goal, so the problem of agreeing on allocation
criteria was avoided. And second, having the stated goal constantly in
view made it safer to make larger investments, perform bolder research
and development activities, and generally surpass in scope and speed the
accomplishments that would have resulted from incremental, ad hoc
activities. It is natural to ask what factors made these programs
successful. One characteristic of these successful U.S. programs is that
they call on the utmost creative capability of the nation to accomplish
a task of great importance to the country. The author considers the
history of these programs, the manner in which they were accomplished,
how each one was conceived, how it was conducted, and how it advanced
the state of society through technology
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