Description

Book Synopsis
Megaproject Organization and Performance: The Myth and Political Reality delves into the complex world of organizing megaprojects and investigates the extent to which the performance of these projects could be traced back to their organizational structure. Through multiple case study research, including the London Olympic Park and Heathrow Airport Terminal 2, the authors show how megaprojects are unique in how they are organized. They explore core-periphery relationships between promotors who control strategic choices, and suppliers, the contracted experts who provide the actual resources to get the project done. The implications of these structural–performance relationships within a robust economy are then compared with railroad and highway development projects in the developing economies of Nigeria, Uganda, and India. This in-depth study brings a complementary perspective to megaproject literature and enables us to reconcile conflicting explanations for the regularity with which megaprojects miss performance targets. With pluralism at the core of the megaproject’s organizational structure, the authors argue that megaprojects work best when accountability is shared and everyone has a stake in the final outcome.

Megaproject Organization and Performance: The

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    A Paperback / softback by Nuno Gil, Colm Ludrigan, Jeffrey Pinto

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      Book details

      Publisher Project Management Institute
      Published 1 December 2017
      ISBN-13 9781628251760
      978-1628251760
      ISBN-10 162825176X
      Also in:
      Organizational theory and behaviour Construction planning

      Description

      Book Synopsis
      Megaproject Organization and Performance: The Myth and Political Reality delves into the complex world of organizing megaprojects and investigates the extent to which the performance of these projects could be traced back to their organizational structure. Through multiple case study research, including the London Olympic Park and Heathrow Airport Terminal 2, the authors show how megaprojects are unique in how they are organized. They explore core-periphery relationships between promotors who control strategic choices, and suppliers, the contracted experts who provide the actual resources to get the project done. The implications of these structural–performance relationships within a robust economy are then compared with railroad and highway development projects in the developing economies of Nigeria, Uganda, and India. This in-depth study brings a complementary perspective to megaproject literature and enables us to reconcile conflicting explanations for the regularity with which megaprojects miss performance targets. With pluralism at the core of the megaproject’s organizational structure, the authors argue that megaprojects work best when accountability is shared and everyone has a stake in the final outcome.

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