An investigation of key precursors of megaproject crises

Ai-min, Wang

doi:10.1108/ijmpb-09-2021-0234

Cited by 4 publications

(5 citation statements)

References 84 publications

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“…Despite, the abundance of crisis management strategies, there is limited literature available on the crisis management framework. The existing studies on crisis management have devised strategies which can only be implemented to megaprojects (Wang and Pitsis, 2020;Iftikhar et al, 2021;Wang, 2022) and specific industries, such as housing projects (Patil et al, 2016), infrastructure project (Van Os et al, 2015) and software projects (Sangaiah et al, 2018). Moreover, contemporary research gives importance to crisis, but we find that the integrated crisis management process model is not developed for PBOs which can provide guidance to PBOs in crisis situations.…”

Section: Crisismentioning

confidence: 91%

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Crisis management process for project-based organizations

Iftikhar

Majeed

Drouin

2023

IJMPB

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PurposeThe purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.Design/methodology/approachThis paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis.FindingsThis study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory.Originality/valueThis paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.

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Section: Crisismentioning

confidence: 91%

“…The existing studies on crisis management have devised strategies which can only be implemented to megaprojects (Wang and Pitsis, 2020; Iftikhar et al. , 2021; Wang, 2022) and specific industries, such as housing projects (Patil et al. , 2016), infrastructure project (Van Os et al.…”

Section: Literature Reviewmentioning

confidence: 99%

Crisis management process for project-based organizations

Iftikhar

Majeed

Drouin

2023

IJMPB

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“…Additionally, according to the theory of weak signals, the staff’s capability to recognize and address crisis antecedents permits prompt intervention to prevent and minimize impending crises before they occur, thereby boosting project resilience (Wang, 2022). However, it is still unclear how staff members in these situations acquire their vision.…”

Section: Literature Review: Leadership and Visionary Capabilitiesmentioning

confidence: 99%

“…We contend that when organizations make efforts to create a shared vision, staff members learn how to conceptualize a vision, which aids in the development of visionary capacities to make projects resilient. Similarly, based on a questionnaire survey, Wang (2022) investigated key crisis precursors to better apprehend the traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience. The author found that one of the key precursors to project resilience is the project participants' knowledge and their being responsible.…”

Section: Visionary Capabilitiesmentioning

confidence: 99%

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Ram

Dolla

2023

Project Management Journal

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We report three-pronged findings on the application of leadership and visionary capabilities to make projects resilient. The data collected through 33 qualitative interviews were analyzed using NVivo. The results show that project staff applied visionary and leadership capabilities using several means and to varying degrees. However, a sense of confusion and a lack of awareness prevail among the staff about their need to possess these capabilities. The recommendations are that both mindsets and methods need to change to develop these capabilities. Advancing project resilience literature, the findings introduce the role of leadership and visionary capabilities in building resilience.

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“…Megaprojects are essential in the development of communities, as they offer employment, economic growth and innovation. Megaprojects are of great importance for national economy and social development (Wang, 2022). Project Management Institute (2017) defined projects as a series of distinctive, multifaceted and associated tasks, which possess a shared goal and are assigned to result in a definite time, a fixed budget, and recognised requirements.…”

Section: Introductionmentioning

confidence: 99%

Stakeholder management challenges and strategies for sustainability issues in megaprojects: case studies from Australia

Senaratne,

KC,

Rai

2023

BEPAM

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PurposeMegaprojects are financially large and complex in scope, which require engagement of stakeholders from various institution and communities. With increased concerns from stakeholders on sustainability related issues, from environmental to socio-economic perspective, managing megaprojects has become quite challenging. Hence, there should be proactive approaches in active engagement of stakeholders from the start of the projects to overcome such issues. Currently, there is a knowledge gap on stakeholder management strategies specific to megaprojects on managing sustainability issues.Design/methodology/approachThis research has adopted review of secondary data from case studies to identify stakeholder management challenges and strategies in megaprojects around Sydney area. The documents related to three different projects were reviewed and data were collected through qualitative content analysis and coding with use of NVivo software for within case analysis and was followed by thematic approach for cross case analysis.FindingsEvery case study project's sustainability-related stakeholder issues are more similar than different to others. Differences are mostly in terms of intensity of impact of any issue in a particular project, and/or intensity of impact at certain phase of any project. Moreover, significant sectors and strategies have been identified for key focus to manage environment and socioeconomic issues. Whatever be the strategies, in case of megaprojects, they need to be mostly proactive.Originality/valueThis research has extended the knowledge on stakeholder management, in relation to managing sustainability-related issues of megaprojects during their design, construction and operation phases. This research offers useful strategies for project teams of megaprojects to develop a proactive stakeholder management plan, addressing unavoidable sustainability challenges.

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An investigation of key precursors of megaproject crises

Cited by 4 publications

References 84 publications

Crisis management process for project-based organizations

Crisis management process for project-based organizations

Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations

Stakeholder management challenges and strategies for sustainability issues in megaprojects: case studies from Australia

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