How Satisfaction Is Achieved in the Implementation Phase of Large Transportation Infrastructure Projects

Abstract

In the implementation phase of transportation infrastructure projects, unplanned events will inevitably occur. Although this is increasingly acknowledged, little systematic research has been conducted into what management strategies are best for dealing with these unplanned events. This article investigates how managers respond to unplanned events that occur in the context of a project during implementation, and which management responses produce satisfactory outcomes. To evaluate what strategies work in what contexts, we introduce multi-value Qualitative Comparative Analysis (mvQCA) and apply it to the Dutch A2 Maastricht transportation infrastructure project (the Netherlands). We produced systematic evidence that (a) internally oriented private management is associated with low satisfaction; (b) externally oriented management is associated with high satisfaction in responding to social, local unplanned events; and (c) that internally oriented management is associated with high satisfaction, depending in particular on the nature of the cooperation between principal and contractor in the project.

Reasons for contract changes in implementing Dutch transportation infrastructure projects: An empirical exploration

“…The results indicate first and foremost the important contribution of scope changes (and technical necessities) in the contract change costs of infrastructure projects. Infrastructure projects are inherently complex, which means that contracts cannot foresee all eventualities in implementation (Verweij & Gerrits, 2014;Badenfelt, 2011). This finding draws our attention to the importance of devising more flexible contractual arrangements between contractors and principals.…”

Addressing the Challenges Related to Transforming Qualitative Into Quantitative Data in Qualitative Comparative Analysis

“…Which sensitivity tests are conducted? Verweij and Gerrits (2015) The qualitative data are used to determine the multivalue scores (0, 1, or 2) and the Boolean ones (0 and 1). These scores are recalibrated in a second round because they yield too many logical contradictions.…”

“…Basurto (2013) (2016), Verweij (2015), Verweij and Gerrits (2015), and Wang (2016) Existing documents/archive material; ethnographies Basurto (2013), Basurto and Speer (2012), Chai and Schoon (2016), Crilly (2011), Crowley (2012), Fischer (2014, Hodson et al (2006), Hodson and Roscigno (2004), Iannacci and Cornford (2018), Kim and Verweij (2016), Kirchherr et al (2016), Li et al (2016), Van der Heijden (2015), Vergne and Depeyre (2016), Verweij (2015), Verweij et al (2013), and Verweij and Gerrits (2015) Data from observations (e.g., photos, site visits) Chatterley et al (2013), Chatterley et al (2014), Mishra et al (2017), Summe...…”

“…,Chatterley et al (2013),Chatterley et al (2014),Crilly (2011),Hodson and Roscigno (2004),Hodson, Roscigno, and Lopez (2006),Iannacci and Cornford (2018),Kim and Verweij (2016),Li et al (2016),Metelits (2009), Summers Holtrop et al (2016,Vergne and Depeyre (2016),Verweij (2015),Verweij et al (2013), andVerweij and Gerrits (2015) Text boxesBasurto and Speer (2012) andMishra et al (2017) Discussed in words in main text, typically partialChai and Schoon (2016),Chatterley et al (2013),Crilly (2011), Henik (2015,Iannacci and Cornford (2018),Kim and Verweij (2016),Kirchherr et al (2016),Li et al (2016), and Verweij(2015)Discussed in words in appendix, typically partialSmilde (2005) andVergne and Depeyre (2016) …”

Effects of Internal Control System Deficiency on Contractors’ Infrastructural Development Capability in the Nigerian Public Sector

“…Verweij and Gerrits (2015) explained that internally oriented management satisfaction is dependent on the nature of the cooperation between principal and contractor in a project. The theory has helped to provide a decision support mechanism in the area of performance measurement.…”