Managing public-private megaprojects: Paradoxes, complexity, and project design

被引：282
作者：
Department of Culture, Organization and Management, Faculty of Social Science, De Boelelaan 1081, 1081 HV Amsterdam, Netherlands [1 ]
不详 [2 ]
机构：
[1] Department of Culture, Organization and Management, Faculty of Social Science, 1081 HV Amsterdam
[2] ICAN Research Center, Faculty of Business, University of Technology, Sydney, NSW 2007, Sydney, Broadway
来源：
Int. J. Proj. Manage. | 2008年 / 6卷 / 591-600期
关键词：
Managing projects; Megaproject; Organisation culture; Organisation design; Partnerships;
D O I：
10.1016/j.ijproman.2007.09.007
中图分类号：
学科分类号：
摘要：
Recent studies show that despite their growing popularity, megaprojects - large-scale, complex projects delivered through various partnerships between public and private organisations - often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoretically-grounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater or lesser extent. © 2007 Elsevier Ltd and IPMA.
引用
收藏
页码：591 / 600
页数：9
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