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PurposeTraditional “hierarchical” and “network-centric management” approaches often associated with the management of well-defined construction projects lack the adaptability to cope with uncertainty, standardised practices and the required conformance to industry standards. The purpose of this paper is to propose an integrative “holonic” methodology for the management of megaprojects in the construction industry, which incorporates both adaptability and conformance to standards, and to illustrate the associated benefits of such a methodology.Design/methodology/approachA multi-case study comprising three cases delivered in the USA and Australia, namely the Adelaide Desalination Plant (ADP), the Seattle–Tacoma International Airport, and the Olmsted Locks and Dam Replacement project were utilized to demonstrate the key features of the hierarchical, network-centric and holonic approaches to managing megaprojects.FindingsThe case studies demonstrate incorporating the holonic approach into the management of complex construction projects results in increased management effectiveness and project success. The proposed “holonic” methodology provides the potential to efficiently manage megaprojects navigating through high degrees of uncertainty.Practical implicationsThe adoption of the holonic view by project management (PM) practitioners will help them manage megaprojects that are characterised by greater complexity. Second, the proposed methodology enables the discipline of PM to evolve in alignment with rapidly unfolding global transformation trends.Originality/valueThis paper demonstrates the application of the “holonic” methodology to the domain of the management of construction megaprojects. Such an approach is needed as construction projects become increasingly more complex across the world due to technological, political and social uncertainties, larger scale, changing environmental and safety regulations, and the growing involvement of human factors germane to this research.

Projects are becoming more complex given emerging uncertainties that are arising as a result of the exponential growth in technology and the ever‐growing involvement of the human factor. Subsequently, new management approaches are needed to improve project effectiveness and efficiency. This research focuses on identifying the strengths and limitations of two major existing approaches that are fundamentally different in addressing critical issues in complex project management and proposes a new integrative framework. One existing approach, command‐and‐control management, has been proven to be very useful in managing certain types of projects; yet, it can be too rigid to adapt to changes in the environment. On the other hand, network governance, a relatively new existing approach, is flexible and adaptive but lacks conformance and can easily revert to chaos. This paper offers a novel integrative systemic approach, which makes it possible to continuously assess a complex situation and to develop more holistic solutions to project management issues. A case study presented in the paper examines the theoretical application of the new approach in the context of the emergency response and recovery efforts of the Fukushima Daiichi Nuclear Power Plant disaster in Japan. Based on the research related to this incident and the ensuing recovery efforts, it is concluded that existing approaches have not been optimally effective. The proposed approach can bring significant advantages for complex project management by providing flexibility while retaining the ability to regulate the degree of control over the system, as demonstrated through the analysis of the response and recovery of the Fukushima Daiichi case. © 2018 John Wiley & Sons, Ltd.

Making decisions is a key task for leaders and managers. Senior leaders are currently exposed to increasing amounts of data which they must process quickly in our current dynamic world. Complex factors in the business world are not always best approached through an analytical framework. Using tacit knowledge gained through intuition can enable a more holistic understanding of the deep nature of today’s problems. This paper takes an expansive view of decision-making with intuition right at the centre and canvasses understandings of intuition arising from philosophy, psychology, Western and Eastern beliefs; and proposes a model that relates intuition to other problem-solving approaches. The paper presents the results of interviews with senior leaders who must make difficult decisions in complex turbulent environments. The interview schedule is based on questions raised in a prior literature search concerning the relationship between intuition and analysis in complexity decision-making and problem-solving, the usefulness to this group of respondents, the possibilities of combining both approaches and any conflict arising from that combination, and understandings of the concept of intuition by these respondents. The resultant model presents a visual description of a process that moves from exterior assessment achieved via sensing and analysis, through to deeper understandings and a more holistic discernment gained through intuition. The model has the potential to assist leaders faced with difficult-to-solve problems in providing a better understanding of the steps involved in tackling problems of increasing levels of complexity.

This paper traverses the domains of leadership and decision-making within various types of systems with different levels of complexity. The article presents some background about both leadership and decision-making, and then explores the concept of leadership decision-making and some of the factors involved. The paper then reviews complex systems and provides examples to differentiate complex systems from other systems. Finally, these strands are brought together with a consideration of leadership decision-making in complex systems and presentation of a framework to assist managers faced with decision-making in complexity, based on data collected in a survey. The aim and practical contribution of this paper is to improve the outcomes of leadership decision-making within complex systems, based upon the findings and on a decision aid model derived from them. The paper, therefore, should help people in real life and leaders within organizational settings to improve their decision-making effectiveness within the ever-increasing range of complex situations which are now widely encountered.