Abstract
Major infrastructure projects (MIPs) are growing rapidly worldwide and have a “double-edged-sword” effect on the economy, society, and environment. Sustainability, therefore, has become a critical concern for MIPs. The sustainability of MIPs emphasizes the need to take the value creation view to scrutinize MIP practices, which calls for a deeper understanding of the value creation process of MIPs. Although research efforts have been devoted to understanding value creation in MIPs, scarce attention has been focused on the question of how a project client governs project activities, operational preparation activities, and their interplay to create value in MIPs. Based on an in-depth case analysis of the Beijing Daxing International Airport, we found that the project client adopted the three different governance arrangements of vertical blended integration, dynamic matrix integration, and continuous coupling to govern project activities, operational preparation activities, and their interplay, respectively; likewise, the hybrid values of project management value, business value, and public value were created. Following the results, we establish a conceptual framework for the governance of value creation in a project client organization of MIPs. This study not only contributes to the literature on project governance and project value, but also provides practical guidance for emerging MIPs worldwide.
Highlights
In contemporary societies worldwide, major infrastructure projects (MIPs) are increasing rapidly in scale and number, with a predicted market of USD 6–9 trillion per year [1].As “big solutions”, Major infrastructure projects (MIPs) are usually initiated to promote economic development, create jobs, alleviate social conflict, and help with various crises in natural resources, energy, climate, and public emergencies [2–5]
Following an in-depth analysis of Beijing Daxing International Airport (BDIA), we found that the project client adopted three different governance arrangements, i.e., vertical blended integration, dynamic matrix integration, and continuous coupling, to govern project activities, operational preparation activities, and their interplay, respectively
Based on an in-depth analysis of BDIA, this study reveals that the project client adopts three distinct governance arrangements, i.e., vertical blended integration, dynamic matrix integration, and continuous coupling, to create hybrid values, i.e., project management value, business value, and public value
Summary
Major infrastructure projects (MIPs) are increasing rapidly in scale and number, with a predicted market of USD 6–9 trillion per year [1]. In the context of MIPs, project clients need to effectively govern project activities, operational preparation activities, and their interplay in order to create value. Research efforts have been devoted to value contents (i.e., what kinds of value can be created) [18,27,28] and value creation activities (i.e., how values are created) [20,29] in the context of MIPs, both of which are relevant to value creation Those studies were mainly from an inter-organizational perspective, meant to explore value co-creation among stakeholders rather than an intra-organizational perspective that explores value creation within a single-organization project client. This study fills the gap by addressing the following research question: How does a project client govern project activities, operational preparation activities, and their interplay to create value in MIPs?
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