Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people

Abstract

The transition from projects to operations requires a spanning from more temporary, goal‐oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter‐organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter‐organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter‐organizational projects.

Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance

“…The evolution in governance occurring when LIPs transition from a project to operations is addressed by the contribution of Zhang et al (2023). This transition is characterized by a fundamental shift from temporary to relatively permanent organizations—from multiple actors collaborating to achieve a defined project goal to ongoing operations with long‐term, evolving goals.…”

Climate Change Risks Disclosure: Do Business Strategy and Management Characteristics Matter?

“…Moreover, key elements of climate change disclosure (CCD) in accounting mainly include: 2.1.1. Risk Assessment Climate change risk assessment in accounting involves the measurement, evaluation, and disclosure of the actual and potential financial risks that climate change poses to a company's operations, assets, liabilities, and overall financial performance (Zhang et al 2023). This process is essential for managing and understanding the impact of climate-associated risks on a business's ongoing financial stability (Li et al 2022).…”

“…The CEO is considered the person with the greatest influence and who plays the most important role within the company's management (Zhang et al 2023), and his position gives him the ability to control the formulation of the disclosure strategy. Therefore, it can be expected that there is an integration between the CEO characteristics and the disclosure characteristics.…”

The Role of Organizational Structure in Project Management

“…Organizational structure not only includes the division of tasks and responsibilities but also influences the ways of communication, coordination, and decision-making in the context of project management (Zhang et al, 2024). Choosing the right organizational structure can provide solid support for the project team, while a mismatch between the organizational structure and project characteristics can create obstacles that hinder progress (Hu et al, 2024).…”