Clarifying megaproject complexity in developing countries: A literature review and conceptual study

Abstract

Complexity is considered one of the hallmarks of megaproject failure; however, no common definition of complexity in the megaproject context exists in contemporary literature; particularly in developing countries. The present study explores the definitions, characteristics, and strategy to respond to the complexity of megaprojects in developing countries. An exploration of normative theories and a systematic literature review were performed to investigate the concept of complexity. This study proposes the definition of complexity as a “challenge” for entities—including project managers—in megaproject management. This definition extends to encompass both positive and negative challenges, offering a more balanced perspective on the causes of failure in addition to the sources of opportunities for innovation. We determine the aspects of megaproject complexity associated with structural and social factors of interrelatedness, nonlinearities, and emergence. This study proposes a formal definition, clarifying the characteristics of complexity and synthesizing strategy themes that respond to megaproject complexity. This resulting study provides insights for both megaproject researchers and professionals.

Sustainability risk assessment in mega construction projects

“…Alternatively, the size of a project can be evaluated in relation to the Gross Domestic Product (GDP) of the country, which can be an appropriate indicator, especially for underdeveloped and developing countries. Thus, the 0.01% of the country's GDP can be considered a cost threshold value for the megaprojects (Damayanti et al. , 2021).…”

When and How Servant Leadership Leads to Megaproject Success: The Roles of Project Governance and Interpersonal Trust

“…A commonly used yardstick to determine the size of a megaproject is that its minimum cost should be equal to 0.01% of a country’s gross domestic product (GDP) (Hu et al, 2015). 1 The size of megaprojects makes them complex, and this complexity commonly becomes a major reason for their failure (Damayanti et al, 2021). Damayanti et al (2021) define the complexity of megaprojects as challenges that project managers find hard to comprehend upfront while dealing with the various aspects of megaprojects.…”

“…1 The size of megaprojects makes them complex, and this complexity commonly becomes a major reason for their failure (Damayanti et al, 2021). Damayanti et al (2021) define the complexity of megaprojects as challenges that project managers find hard to comprehend upfront while dealing with the various aspects of megaprojects. They further note that complexity is associated with various structural and social elements in megaprojects where diverse entities interact with one another (interrelatedness); entities lack synchronization (nonlinearity); and entities go through continuous change and uncertainty (emergence), particularly due to the unstable economic, political, and regulatory contexts of developing countries.…”

Analysis of project complexity factors and their interdependencies in metro rail projects

“…Mohseni (2019) explored complexities in megaproject management with a specific focus on environmental, technological and organizational dimensions. Damayanti et al (2021) focused on addressing the lack of a common definition of complexity in the context of megaprojects, especially in developing countries. While these studies have contributed valuable insights, there is a need for a comprehensive and systematic investigation of the complexity factors contributing to project complexity and their interdependence within the context of metro rail projects.…”

“…Mohseni (2019) explored complexities in megaproject management with a specific focus on environmental, technological and organizational dimensions. Damayanti et al . (2021) focused on addressing the lack of a common definition of complexity in the context of megaprojects, especially in developing countries.…”