Corruption in public projects and megaprojects: There is an elephant in the room!

Locatelli, Giorgio; Mariani, Giacomo; Sainati, Tristano; Greco, Marco

doi:10.1016/j.ijproman.2016.09.010

Cited by 269 publications

(189 citation statements)

References 54 publications

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“…By exploring how corruption impacts government project performance, using multiple project assessment criteria, we extend the call to discuss the impact of corruption on project performance (Locatelli et al, 2017).…”

Section: Previous Research On Corruptionmentioning

confidence: 99%

Corruption as a Source of Government Project Failure in Developing Countries

Damoah

Akwei

Amoako

et al. 2018

Project Management Journal

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This study explores how corruption impacts the failure of government projects in developing countries with evidence from the Ghanaian context. This study solicits the perceptions of project management practitioners (14), contractors (6), government officials (clients; 5), and the general public (5) on the subject. The findings indicate that corruption influences government project failure on all the failure criteria that were used for the evaluation. However, corruption influences failure at two different levels: project management and product phase. At the project management level, corruption has direct influence, while at the product phase level, the influence is indirect.

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Section: Previous Research On Corruptionmentioning

confidence: 99%

Corruption as a Source of Government Project Failure in Developing Countries

Damoah

Akwei

Amoako

et al. 2018

Project Management Journal

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“…Even though there is an international consensus on what actions are considered corrupt, e.g. bribery, blackmailing, fraud and embezzlement (Locatelli et al 2017), some authorities refrain from defining the term. This may be a consequence of definitions being too narrow and thus leading to many corrupted acts not being pursued (Council of Europe 1999).…”

Section: Methodsmentioning

confidence: 99%

Questionable Practice in the Processing of Building Permits in Norway

Wold¹,

Lædre²,

Lohne³

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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In recent years, several cases of questionable practice in the processing of building permits in Norway have been revealed. Meanwhile, authorities claim the risk of corruption associated with the processing of building permits is more obvious than before.This study investigates the size of the opportunity space for questionable practice in the processing of building permits. Questionable practice includes both illegal practice in the form of corruption and legal, but unethical practice. Further, this paper examines if the opportunity space is being exploited, before suggesting countermeasures. A greater predictability in the processing could increase the Lean Construction and reduce costs. It has been conducted a literature review and seven interviews with caseworkers and heads of departments in five municipalities in Norway. The study is limited to the examined municipalities.The results show that the processing of building permits is based on great responsibility delegated to the caseworkers and that there is a certain opportunity space. However, this space is not being exploited in the examined municipalities. Measures, e.g. implementing a new processing system, are anyhow proposed.

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“…The literature indicates clearly that where toxic leadership is recognised, the organisation is being run to "destruction" (Reed, 2004) where it could be further seen as a defence mechanism to protect the illegal corruption activities being conducted by managements overseeing the project (Pelletier and Bligh, 2008)through collusion (Locatelli, et al, 2017). Müller and Turner (2007) indicate that toxic leadership is a structural response to the mismatch between project type and JV Lead Management leadership style (Powl and Skitmore, 2005) and are seen by many researchers as being ineffective (Kellerman, 2004), when viewed with personal traits and organisational factors (Harvey et al, 2007) and appear destructive in terms of performance and personal responses (Harris, Kacmar and Zivnuska, 2007).…”

Section: Toxic Leadershipmentioning

confidence: 99%

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

James

2018

jmr

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This is a research paper that is focused on assessing the leadership impacts of Project Management (JV Lead Management) on a road tunnelling construction project in Bangladesh in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership's impact on the project. The scope for this research was the off-site supervisory team. The targeted population of interest was made up of 14 lower-managers/engineers located at one off-site main office in the late design stage/early construction phase of a road-tunnelling project.The research outcomes consisted of four4 main themes and the corresponding 11 sub-themes.The paper addresses raised issues and determines outcomes and implications for the continuing project construction management and the paper also indicates that the Project Management and other senior members of the JV Lead Management -both in-country and overseas -may benefit from more effective leadership training focused on utilizing and embracing contemporary project leadership developments.The road tunnel construction management appears to be very weak due to their low level of technical knowledge, style, orientation and strategies adopted by the Project Management, who operate with a demonstrated lack of coherent leadership or oversight practiced by the JV Lead managing entity.1. Engage in more appropriate learning and training (Sense, 2003) 2. Develop rehabilitation and retraining programmes for project management in terms of technical, people, process and social skills (Goldman, 2011) 3. Identify JV Lead Management bullying and harassment behaviour issues (Richards and Freeman, 2002) and provide legitimate avenues (formal and informal) for staff making claims regarding unwanted leader behaviours (Aasland, et al., 2010)

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Corruption in public projects and megaprojects: There is an elephant in the room!

Cited by 269 publications

References 54 publications

Corruption as a Source of Government Project Failure in Developing Countries

Corruption as a Source of Government Project Failure in Developing Countries

Questionable Practice in the Processing of Building Permits in Norway

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

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