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This article proposes a complexity-informed framework for evaluating transportation infrastructure projects. The article does this through four steps. First, the properties of infrastructure development projects are discussed. This leads to the conclusion that the specific locality or contextualization of a given project is important for explaining the outcome. Hence, there is a need for an ontology and epistemology that addresses the importance of this contextualization. The second step concerns the development of the prerequisites for a methodological framework that follows from this epistemology and ontology. The third step is the assessment of common infrastructure evaluation methods against these prerequisites. This leads to the conclusion that a comparative case-based approach is the most suitable way to study the relationship between context and outcomes in projects. A framework based on Qualitative Comparative Analysis (QCA) is presented in the fourth step. The article concludes with a discussion of the further development of QCA.

In the implementation phase of transportation infrastructure projects, unplanned events will inevitably occur. Although this is increasingly acknowledged, little systematic research has been conducted into what management strategies are best for dealing with these unplanned events. This article investigates how managers respond to unplanned events that occur in the context of a project during implementation, and which management responses produce satisfactory outcomes. To evaluate what strategies work in what contexts, we introduce multi-value Qualitative Comparative Analysis (mvQCA) and apply it to the Dutch A2 Maastricht transportation infrastructure project (the Netherlands). We produced systematic evidence that (a) internally oriented private management is associated with low satisfaction; (b) externally oriented management is associated with high satisfaction in responding to social, local unplanned events; and (c) that internally oriented management is associated with high satisfaction, depending in particular on the nature of the cooperation between principal and contractor in the project.

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Dutch immigration and integration policies are being interpreted and implemented by local streetlevel bureaucrats. We carried out 28 semi-structured interviews with integration coaches, integration teachers and client managers in order to understand the dilemmas they face, and to explain their subsequent behaviour. The results show that although organizational characteristics such as the bureaucratic burden made street-level bureaucrats reluctant to enlarge their discretionary space at the expense of policy rules, their willingness to help clients often transcends these boundaries under a combination of three conditions: high client motivation, extreme personal distress of the client, and negative assessment of existing policies and policy instruments (both in terms of fairness and practicality). Furthermore, street-level bureaucrats were found to be constantly reinterpreting and revising their roles.