- 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
With Albert O. Hirschman, project management scholarship has what it lacks the most: an eminent intellectual and social scientist who has thought long and hard about project management, and especially the management of large transformative projects. Cass Sunstein, co-author of Nudge and a key contributor to behavioral economics, distinguishes Hirschman as an early behavioral economist and says that his main contribution to project management, the book Development Projects Observed, “can plausibly be counted as a work in behavioral economics.” This chapter tests Sunstein’s claim by assessing Hirschman’s work in major project management, and asks what we can learn from Hirschman, as scholars, policy makers, and project leaders. The focus is on Hirschman’s principle of the Hiding Hand, first described in Development Projects Observed, because this is rightly considered his largest idea on project management and is one of his main contributions to economics and social science.
Bent Flyvbjerg is Professor and Founding Chair of Major Programme Management at Oxford University and Founding Director of Oxford's BT Centre for Major Programme Management. He was twice a Visiting Fulbright Scholar to the USA, where he did research at UCLA, UC Berkeley, and Harvard. His books include Megaprojects and Risk and Decision-Making on Mega-Projects. His publications have been translated into eighteen languages.
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