- The Oxford Handbook of Megaproject Management
- List of Illustrations
- List of Tables
- List of Contributors
- Introduction: The Iron Law of Megaproject Management
- Has Megaproject Management Lost Its Way?: Lessons from History
- Cycles in Megaproject Development
- Big Is Fragile: An Attempt at Theorizing Scale
- Institutional Challenges and Solutions for Global Megaprojects
- Megaproject Decision Making and Management: Ethical and Political Issues
- Biggest Infrastructure Bubble Ever?: City and Nation Building with Debt-Financed Megaprojects in China
- Did Megaproject Research Pioneer Behavioral Economics?: The Case of Albert O. Hirschman
- Megaproject Escalation of Commitment: An Update and Appraisal
- Megaprojects as Games of Innovation
- Power and Sensemaking in Megaprojects
- A Collective-Action Perspective on the Planning of Megaprojects
- Understanding Drivers of Megaevents in Emerging Economies
- Innovation and Flexibility in Megaprojects: A New Delivery Model
- Megaproject Stakeholder Management
- Private Finance: What Problems Does It Solve, and How Well?
- Wider Impacts of Megaprojects: Curse or Cure?
- Quality Assurance in Megaproject Management: The Norwegian Way
- The Good Megadam: Does It Exist, All Things Considered?
- Cracking the Code of Megaproject Innovation: The Case of Boeing’s 787
- The Power of Systems Integration: Lessons from London 2012
- Iconic Urban Megaprojects in a Global Context: Revisiting Bilbao
- Private Provision of Public Services: The Case of Australia’s Motorways
- Megaprojects as Political Symbols: South Africa’s Gautrain
- Large Dam Development: From Trojan Horse to Pandora’s Box
Abstract and Keywords
Megaprojects are complex achievements of organization, sensemaking, and management of power relations. Typically, engineering practice stresses rationality and linearity, exemplified in the nineteenth-century roots of modern management in writers such as Taylor and Fayol. A concern with contingency theory and the emergence of project management standards hardly changed these auspices. The emergent focus on soft systems theory and a more recent interest in the practice turn did begin to change megaproject management representations somewhat. In practice, megaprojects are occasions for much complex sensemaking, as Weick defines the concept. In turn, where there are different interests in different sensemaking, then power practices and relations need to be brought into focus. The chapter does this through discussing a number of studies in which these issues have been the focus.
Stewart R. Clegg is a Professor in the University of Technology Sydney Business School. He is also a Strategic Research Adviser, Newcastle University Business School, UK, and a Visiting Professor, School of Business and Economics, Universidade Nova, Lisbon, Portugal
Chris Biesenthal is a Senior Lecturer at the School of the Built Environment at the University of Technology, Sydney
Shankar Sankaran is Professor of Organizational Project Management at the School of the Built Environment, University of Technology Sydney
Julien Pollack is the Senior Lecturer at the School of the Built Environment, University of Technology
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