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

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dc.contributor.author Van Marrewijk, Alfons en_US
dc.contributor.author Clegg, Stewart en_US
dc.contributor.author Pitsis, Tyrone en_US
dc.contributor.author Veenswijk, Marcel en_US
dc.contributor.editor en_US
dc.date.accessioned 2010-05-28T09:53:46Z
dc.date.available 2010-05-28T09:53:46Z
dc.date.issued 2008 en_US
dc.identifier 2007000394 en_US
dc.identifier.citation Van Marrewijk Alfons et al. 2008, 'Managing public-private megaprojects: paradoxes, complexity, and project design', Pergamon, vol. 26, no. 6, pp. 591-600. en_US
dc.identifier.issn 0263-7863 en_US
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/10049
dc.description.abstract 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. en_US
dc.publisher Pergamon en_US
dc.relation.hasversion Accepted manuscript version en_US
dc.relation.isbasedon http://dx.doi.org/10.1016/j.ijproman.2007.09.007 en_US
dc.rights NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in PUBLICATION, [VOL 26, ISSUE 6, (2008] DOI# 10.1016/j.ijproman.2007.09.007 en_US
dc.title Managing public-private megaprojects: paradoxes, complexity, and project design en_US
dc.parent International Journal of Project Management en_US
dc.journal.volume 26 en_US
dc.journal.number 6 en_US
dc.publocation UK en_US
dc.identifier.startpage 591 en_US
dc.identifier.endpage 600 en_US
dc.cauo.name BUS.School of Management en_US
dc.conference Verified OK en_US
dc.for 150300 en_US
dc.personcode 0000046604 en_US
dc.personcode 960853 en_US
dc.personcode 990705 en_US
dc.personcode 0000035993 en_US
dc.percentage 100 en_US
dc.classification.name Business and Management en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.custom en_US
dc.date.activity en_US
dc.location.activity en_US
dc.description.keywords Megaproject; Managing projects; Organisation design; Organisation culture; Partnerships en_US


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