Abstract
Large-scale development projects are facing a period of change. The notion of resilience has recently been attracting attention from academics and policymakers who are trying to understand how complex systems can navigate a path through such changing times. The usefulness of this concept is critically explored by focusing on the management paradoxes found in these projects. We argue that the global economic crisis once again proved that resiliently managed large-scale development projects have to balance the equally present needs for flexibility and innovation with efficiency and reliability. Projects have to embrace these paradoxes as continuous, crucial, and even productive facts of organisational life. A set of cognitive and operational indicators on different levels of scale are formulated to conduct a pilot study, and guide further empirical research.
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