Governmental Governance of Megaprojects: The Case of EXPO 2010 Shanghai

Abstract

While the governance of Western megaprojects is indirectly influenced by governments through legislation and regulations, the Chinese state actively oversees and controls projects of societal importance. To provide clarity on the role of the state in Chinese megaprojects, we carried out a case study focusing on EXPO 2010 Shanghai. Our analysis revealed that through a project-specific organization Construction Headquarter (CHQ), the Chinese state executes administrative strength, forces authorities to temporarily integrate their processes for the benefit of the project, influences contractor and resource selection decisions, induces leadership accountability, and promotes shared project values.

Governing Behavioral Relationships in Megaprojects: Examining Effect of Three Governance Mechanisms under Project Uncertainties

“…688 In addition, the results indicate that institutional support can predict relational behavior 689 (H4). This, in part, supports the work of Zhai (2017) in which institutional support could 690 significantly influence the coordination in megaprojects. Megaprojects need specific 691 governance regimes that can adapt to their societal contexts for efficient supervision and 692 coordination.…”

Deficiencies in Project Governance: An Analysis of Infrastructure Development Programme of Multi-Projects

“…Focus of Study Key investigations and findings [37] Governmental governance of mega projects Encouraging accountability of the project leaders Supporting cultural control [38] Project governance of infrastructure projects Project governance model for infrastructure projects Model consider the project governance aspects of the relationships between the contracting party and contractors i.e. involvement of the contractor in the design and estimation of costs, procurement procedures, integration of design and construction, the incentives and disincentives regime, risk allocation, contract flexibility, and actions that allow the contracting party to maintain bargaining power during possible renegotiations.…”

Visualizing the Knowledge Domain of Project Governance: A Scientometric Review

“…Achieving success has always been one important function of project governance, and it is increasingly being stated [34,35]. Project governance in megaprojects focus on policy making [15], managing stakeholders [16], and top management [17,36]. is result relates to Flyvbjerg [37], who have argued that reform in managing megaprojects is emerging.…”

“…Governance of megaprojects is extremely complex due to the complex context, such as changing teams and organizational cultures [50]. In large public projects, or megaprojects, the owner is the government, who is ultimately on behalf of all citizens [11,17]. As noted by Too and Weaver [19], a governance framework is a hierarchical system, where the top level is accountable for the whole construction process.…”

“…Although definitions offered for project governance vary, it has been acknowledged that project governance refers not only to management means that facilitate the progress of projects [9], but also to hierarchy, market, or network arrangements applied by the top management to enhance effectiveness and efficiency [10,11]. Empirical research studied governance approaches in different industries or project types, such as public projects [9,12,13], software projects [14], and megaprojects [15][16][17].…”