Construction of Hong Kong-Zhuhai-Macao Bridge(known as HZMB or HZM Bridge)was one of the worlds most challenging sea-based megaprojects.Built in the Guangdong-Hong Kong-Macao Greater Bay Area(GBA),in South China,the b...Construction of Hong Kong-Zhuhai-Macao Bridge(known as HZMB or HZM Bridge)was one of the worlds most challenging sea-based megaprojects.Built in the Guangdong-Hong Kong-Macao Greater Bay Area(GBA),in South China,the bridge was formally opened to traffic in October 2018.Today,winding through Lingdingyang Bay like a giant dragon,HZM Bridge connects Guangdong Province with the special administrative regions of Hong Kong and Macao.展开更多
The reliability and sustainability of innovation in megaprojects are of critical importance with complex stakeholders and substantial resource investments.In that respect,responsible innovation management is the key t...The reliability and sustainability of innovation in megaprojects are of critical importance with complex stakeholders and substantial resource investments.In that respect,responsible innovation management is the key to the sustainable development of megaprojects.This paper proposes the concept of megaproject responsible innovation(MRI)and develops a holistic framework for MRI with four dimensions:(1)anticipation across the megaproject life cycle,(2)inclusion of various parties in a relationship of symbiosis,competition,and cooperation,(3)reflexivity of social responsibility,and(4)responsiveness to social expectations.Based on an ecosystem approach to megaproject innovation,we propose an ecological governance strategy for MIR.Moreover,different approaches are needed in innovation organizations which are part of specific ecological niches for effective and efficient governance.展开更多
The construction of megaprojects has always resulted in extensive and long-term impacts on the society.However,the performance of megaproject management is poor,and improving it remains an urgent and necessary issue.A...The construction of megaprojects has always resulted in extensive and long-term impacts on the society.However,the performance of megaproject management is poor,and improving it remains an urgent and necessary issue.Although many studies on megaproject success have been conducted,existing studies on the driving factors of successful megaproject construction are rather limited.Therefore,this study aims to systematically explore the key factors that can lead to successful megaproject construction management based on three cases:The Beijing-Shanghai High-Speed Railway,the Three Gorges Dam,and the Hong Kong-Zhuhai-Macao Bridge.Mixed research methods,such as literature review,case studies,and expert interviews,were used in this study.Consequently,11 driving factors,namely,government support,public support,accumulation and application of technology and experience,development and innovation of technology,innovation and application of management system,organizational mode and structure,top management support,project culture,megaproject citizenship behavior,corporate reputation,and fulfillment of social responsibilities,were identified and grouped into five categories,namely,project environment,construction capabilities,organization,positive culture and behavior,and requirements for sustainable development.The contributions of this study lie in two aspects.First,the driving factors of successful megaproject construction are identified to deepen the understanding of industrial practitioners,assist them in focusing on key factors,and aid them in effectively managing megaprojects.Second,researchers could use the identified driving factors in conducting further empirical studies and apply them in future projects to enhance their chances of success.展开更多
Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megap...Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megaproject management teams through a longitudinal retrospective case study of the Hong Kong–Zhuhai–Macao Bridge(HZMB)project.The organizational evolution is examined in terms of management objectives,management content,and organizational structure.The organizational evolution of the HZMB project management team exhibits stage differentiation with the coexistence of turbulence and stability.Changes in the external environment are the driving force for organizational evolution,whereas a flexible organizational strategy is critical in promoting this evolution.Basing on the HZMB case study,this paper summarizes six critical measures that facilitate the organizational evolution of megaproject management teams.Our findings add value to megaproject management theory and provide a better understanding of the dynamics and complexity of megaproject organizational management.展开更多
Driven by globalization and market openings, many architecture and engineering firms have become global. By focusing on the urban megaprojects in the Gulf, a particular culturat and political context, this paper argue...Driven by globalization and market openings, many architecture and engineering firms have become global. By focusing on the urban megaprojects in the Gulf, a particular culturat and political context, this paper argues that such firms have a major role in the rapid urban transformation of Gulf countries and act as transfer agents of an international knowledge in the urban planning domain. However, the transfer is adapted by several context-related char- acteristics, such as local governance, urban knowledge, and regulatory framework. This paper explores the procedural adaptation of these firms to the Gulf Cooperation Council （GCC） in terms of internal structure, methodology, adopted tools, and interaction with the context. The level of learning that results from this transfer is also investigated.展开更多
This paper uses project organizational theories to draw lessons from a historic megaproject, the Ajaokuta Steel Plant （ASP）. Archival reports on the ASP were explored to identify the unique attributes of the project...This paper uses project organizational theories to draw lessons from a historic megaproject, the Ajaokuta Steel Plant （ASP）. Archival reports on the ASP were explored to identify the unique attributes of the project; the political wrangling that underplayed its evolution, its economic significance and organizational impacts. Findings suggest the goals of the ASP project were, and still are, unambiguous. Failure occurred as soeio-political forces aggravated the project＇s complex milestones. Stakeholders were impatient with pre-project investigations. During planning, owners ignored opinions that were contrary to their expectations. While delays lingered, pressures from the global economy weakened the project＇s motivation to succeed. These combined to turn the project＇s outcomes into a chaotic situation that triggered dire implications. Despite about 1400% overrun in cost, the success achieved on the plant was 28% at commission- ing. Contractors remained on site until eight years after commissioning. Six key elements of the 482 items in the ASP project contract were not delivered nearly 40 years on. A simplistic look at these suggests poor planning is the main problem. However, planning issues is not entirely strange in greenfield projects. The paper draws strength from project organization theories to explain what was poor about the planning. Socrates＇ generic management theory was used to explain the role of leadership in the failure of the ASP project. McGregor＇s Theory X and Theory Y explain the significance of stakeholders＇ integration in megaprojects. Systems and chaos theories were used to explain the sensitivity of the ASP project to uncertainties. Narratives on these combine well to inspire stakeholders of megaprojects on where and how to seek courage in making effective plans that can help achieve success in complex projects. While normative literature only recognizes project success in a definitive perspective, this study provides insights from failure as an instrument to trigger sublime reflections.展开更多
Innovation and knowledge diffusion in megaprojects is one of the most complicated issues in project management.Compared with conventional projects,megaprojects typically entail large-scale investments,long constructio...Innovation and knowledge diffusion in megaprojects is one of the most complicated issues in project management.Compared with conventional projects,megaprojects typically entail large-scale investments,long construction periods,and conflicting stakeholder interests,which result in a distinctive pattern of innovation diffusion.However,traditional investigation of innovation diffusion relies on subjective feedback from experts and frequently neglects inter-organizational knowledge creation,which frequently emerges in megaprojects.Therefore,this study adopted project network theory and modeled innovation diffusion in megaprojects as intra-and interorganizational learning processes.In addition,system dynamics and flizzy systems were combined to interpret experts9 subject options as quantitative coefficients of the project network model.This integrated model will assist in developing an insightful understanding of the mechanisms of innovation diffusion in megaprojects.Three typical network structures,namely,a traditional megaproject procurement organization(TMO),the environ megaproject organization(EMO),and an integrated megaproject organization(IMO),were examined under six management scenarios to verify the proposed analytic paradigm.Assessment of project network productivity suggested that the projectivity of the TMO was insensitive to technical and administrative innovations,the EMO could achieve substantial improvement from technical innovations,and the 1MO trended incompatibly with administrative innovations.Thus,industry practitioners and project managers can design and reform agile project coordination by using the proposed quantitative model to encourage innovation adoption and reduce productivity loss at the start of newly established collaborations.展开更多
文摘Construction of Hong Kong-Zhuhai-Macao Bridge(known as HZMB or HZM Bridge)was one of the worlds most challenging sea-based megaprojects.Built in the Guangdong-Hong Kong-Macao Greater Bay Area(GBA),in South China,the bridge was formally opened to traffic in October 2018.Today,winding through Lingdingyang Bay like a giant dragon,HZM Bridge connects Guangdong Province with the special administrative regions of Hong Kong and Macao.
基金supported by National Natural Science Foundation of China(Grant No.72271126)Major Project of Natural Science Foundation of Jiangsu Education Department,China(Grant No.22KJA630001)+1 种基金Qinglan Project of Jiangsu Province,Postgraduate Research&Practice Innovation Program of Jiangsu Province,China(Grant No.SJCX23_0988)Innovation Ability Training Program for Postgraduate Students of Guangzhou University,China(Grant No.2022GDJC-D04).
文摘The reliability and sustainability of innovation in megaprojects are of critical importance with complex stakeholders and substantial resource investments.In that respect,responsible innovation management is the key to the sustainable development of megaprojects.This paper proposes the concept of megaproject responsible innovation(MRI)and develops a holistic framework for MRI with four dimensions:(1)anticipation across the megaproject life cycle,(2)inclusion of various parties in a relationship of symbiosis,competition,and cooperation,(3)reflexivity of social responsibility,and(4)responsiveness to social expectations.Based on an ecosystem approach to megaproject innovation,we propose an ecological governance strategy for MIR.Moreover,different approaches are needed in innovation organizations which are part of specific ecological niches for effective and efficient governance.
基金This study was funded by the National Natural Science Foundation of China(Grant Nos.71971161 and 71390523).
文摘The construction of megaprojects has always resulted in extensive and long-term impacts on the society.However,the performance of megaproject management is poor,and improving it remains an urgent and necessary issue.Although many studies on megaproject success have been conducted,existing studies on the driving factors of successful megaproject construction are rather limited.Therefore,this study aims to systematically explore the key factors that can lead to successful megaproject construction management based on three cases:The Beijing-Shanghai High-Speed Railway,the Three Gorges Dam,and the Hong Kong-Zhuhai-Macao Bridge.Mixed research methods,such as literature review,case studies,and expert interviews,were used in this study.Consequently,11 driving factors,namely,government support,public support,accumulation and application of technology and experience,development and innovation of technology,innovation and application of management system,organizational mode and structure,top management support,project culture,megaproject citizenship behavior,corporate reputation,and fulfillment of social responsibilities,were identified and grouped into five categories,namely,project environment,construction capabilities,organization,positive culture and behavior,and requirements for sustainable development.The contributions of this study lie in two aspects.First,the driving factors of successful megaproject construction are identified to deepen the understanding of industrial practitioners,assist them in focusing on key factors,and aid them in effectively managing megaprojects.Second,researchers could use the identified driving factors in conducting further empirical studies and apply them in future projects to enhance their chances of success.
基金This work was supported by the National Natural Science Foundation of China(Grant No.72001051)Guangdong Philosophical and Social Science Program(Grant No.GD19YGL09)National Philosophical and Social Science Foundation of China(Grant No.18ZDA043).
文摘Project management teams are critical in the implementation of megaprojects,but their evolution throughout the project lifecycle has not been clearly explained.This paper explores the organizational evolution of megaproject management teams through a longitudinal retrospective case study of the Hong Kong–Zhuhai–Macao Bridge(HZMB)project.The organizational evolution is examined in terms of management objectives,management content,and organizational structure.The organizational evolution of the HZMB project management team exhibits stage differentiation with the coexistence of turbulence and stability.Changes in the external environment are the driving force for organizational evolution,whereas a flexible organizational strategy is critical in promoting this evolution.Basing on the HZMB case study,this paper summarizes six critical measures that facilitate the organizational evolution of megaproject management teams.Our findings add value to megaproject management theory and provide a better understanding of the dynamics and complexity of megaproject organizational management.
文摘Driven by globalization and market openings, many architecture and engineering firms have become global. By focusing on the urban megaprojects in the Gulf, a particular culturat and political context, this paper argues that such firms have a major role in the rapid urban transformation of Gulf countries and act as transfer agents of an international knowledge in the urban planning domain. However, the transfer is adapted by several context-related char- acteristics, such as local governance, urban knowledge, and regulatory framework. This paper explores the procedural adaptation of these firms to the Gulf Cooperation Council （GCC） in terms of internal structure, methodology, adopted tools, and interaction with the context. The level of learning that results from this transfer is also investigated.
文摘This paper uses project organizational theories to draw lessons from a historic megaproject, the Ajaokuta Steel Plant （ASP）. Archival reports on the ASP were explored to identify the unique attributes of the project; the political wrangling that underplayed its evolution, its economic significance and organizational impacts. Findings suggest the goals of the ASP project were, and still are, unambiguous. Failure occurred as soeio-political forces aggravated the project＇s complex milestones. Stakeholders were impatient with pre-project investigations. During planning, owners ignored opinions that were contrary to their expectations. While delays lingered, pressures from the global economy weakened the project＇s motivation to succeed. These combined to turn the project＇s outcomes into a chaotic situation that triggered dire implications. Despite about 1400% overrun in cost, the success achieved on the plant was 28% at commission- ing. Contractors remained on site until eight years after commissioning. Six key elements of the 482 items in the ASP project contract were not delivered nearly 40 years on. A simplistic look at these suggests poor planning is the main problem. However, planning issues is not entirely strange in greenfield projects. The paper draws strength from project organization theories to explain what was poor about the planning. Socrates＇ generic management theory was used to explain the role of leadership in the failure of the ASP project. McGregor＇s Theory X and Theory Y explain the significance of stakeholders＇ integration in megaprojects. Systems and chaos theories were used to explain the sensitivity of the ASP project to uncertainties. Narratives on these combine well to inspire stakeholders of megaprojects on where and how to seek courage in making effective plans that can help achieve success in complex projects. While normative literature only recognizes project success in a definitive perspective, this study provides insights from failure as an instrument to trigger sublime reflections.
文摘Innovation and knowledge diffusion in megaprojects is one of the most complicated issues in project management.Compared with conventional projects,megaprojects typically entail large-scale investments,long construction periods,and conflicting stakeholder interests,which result in a distinctive pattern of innovation diffusion.However,traditional investigation of innovation diffusion relies on subjective feedback from experts and frequently neglects inter-organizational knowledge creation,which frequently emerges in megaprojects.Therefore,this study adopted project network theory and modeled innovation diffusion in megaprojects as intra-and interorganizational learning processes.In addition,system dynamics and flizzy systems were combined to interpret experts9 subject options as quantitative coefficients of the project network model.This integrated model will assist in developing an insightful understanding of the mechanisms of innovation diffusion in megaprojects.Three typical network structures,namely,a traditional megaproject procurement organization(TMO),the environ megaproject organization(EMO),and an integrated megaproject organization(IMO),were examined under six management scenarios to verify the proposed analytic paradigm.Assessment of project network productivity suggested that the projectivity of the TMO was insensitive to technical and administrative innovations,the EMO could achieve substantial improvement from technical innovations,and the 1MO trended incompatibly with administrative innovations.Thus,industry practitioners and project managers can design and reform agile project coordination by using the proposed quantitative model to encourage innovation adoption and reduce productivity loss at the start of newly established collaborations.
