Investigating perspective taking when infrastructure megaproject teams engage local communities: Navigating tensions and balancing perspectives

Cuganesan, Suresh; Floris, Maurizio

doi:10.1016/j.ijproman.2020.01.006

Cited by 26 publications

(7 citation statements)

References 36 publications

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“…Nonetheless, governments and project promoters have been called to nurture constructive, mutually beneficial relationships with communities (e.g., Global Infrastructure Hub, 2021; UN Global Compact, 2021;World Economic Forum, 2020). Yet there is still a lack of agreement in theory and practice over the ways in which the 'often-disregarded' stakeholders (e.g., local communities) have been treated and prioritized in MCPs (Cuganesan & Floris, 2020;Derakhshan, Mancini, & Turner, 2019a;Di Maddaloni & Davis, 2017;van den Ende & van Marrewijk, 2019).…”

Section: Introductionmentioning

confidence: 99%

Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?

Maddaloni

Sabini²

2022

International Journal of Project Management

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Section: Introductionmentioning

confidence: 99%

Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?

Maddaloni

Sabini²

2022

International Journal of Project Management

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“…By applying the DTC in environments of the project management context (PMC), it is possible to identify what distinguishes PMC from other areas and contexts, including, according to speech and literature: (1) the influence of the environment and context (PM-13 and PM-20) (Jensen et al. , 2022); (2) the temporal aspect of projects (PM-04 and PM-15) (Cuganesan and Floris, 2020); (3) the multidisciplinary nature of project teams and stakeholders (PM-16 and PM-23) (Jensen et al. , 2022); and (4) deep relationship with artifacts related to context (PM-11 and PM-28) (Hartmann and Dorée, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Burstrom and Wilson (2018) indicates that tension has both cognitive and emotional components, and Angelucci et al (2023) explain that tension manifests itself in different ways, such as intertwining, competition and superseding. Cuganesan and Floris (2020) discuss the capacity to integrate based on the mental models of PMs, who may feel powerless. Consequently, Habouba-Belinky and Parush (2020) associate feedback with human performance.…”

Section: Problemsolving In Project Managementmentioning

confidence: 99%

Distributed team cognition and collaborative problem-solving in project management

Fernandes,

Silva,

Vils

2023

IJMPB

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PurposeThe purpose of this paper is to verify how distributed cognition enhances collaborative problem-solving in the context of projects.Design/methodology/approachUsing qualitative research and in-depth interviews, a sample of 32 project managers with experience in traditional and agile methods acting in Brazil and internationally participated in the research process. The analysis process, utilising coding techniques, involved stages: open, axial, coding and selective coding. These stages encompassed the evaluation of categories based on a hierarchy, in order to determine an appropriate level of abstraction that properly explains theoretical findings.FindingsThe results indicate that distributed team cognition is significant for collaborative problem-solving. The data from the interviews allowed the proposal of a model of cognition, and the identification of the elements that support it.Practical implicationsUnderstand how aspects of distributed team cognition can impact the behaviours of the project professional and contribute to problem-solving in the project environment.Originality/valueThe elements observed affects the collaborative problem-solving by presenting a model of distributed cognition, which is composed by directed communication, collective interaction, trust building and collaborative behaviour.

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“…LCE links these three factors and helps generate relevant SV plans (Mulholland et al, 2020). Therefore, the engagement and its output significantly impact SV plans for local communities and indirectly form their perception of megaprojects' performance (Cuganesan and Floris, 2020;Turner and Zolin, 2012). This highlights the importance of conducting an adequate LCE for laying out relevant SV plans for local communities.…”

Section: Social Value In Transport Megaprojectsmentioning

confidence: 99%

Local community engagement as a practice: an investigation of local community engagement issues and their impact on transport megaprojects' social value

Babaei

Locatelli

Sainati

2023

IJMPB

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PurposeTransport megaprojects often struggle to offer social value (SV) that meets local communities' needs. This problem is embedded in how local communities' views are captured and incorporated into SV plans through local community engagement (LCE). By problematising the literature, this article aims to identify LCE issues and their impacts on SV plans at the front-end of transport megaprojects.Design/methodology/approachThe theoretical lens of the study is the practice theory developed by Schatzki (2016, 2005). The authors conceptualised LCE as a practice and conducted 32 semi-structured interviews with UK practitioners. The authors collected data in three steps from three types of practitioners involved in LCE practice and SV planning: project managers, LCE experts and SV experts.FindingsThe authors identified 18 LCE issues with thematic analysis and clustered them into five themes. These issues impact LCE with five mechanisms. Findings show that a weak link between LCE and SV plans due to the issues reduces LCE to a tick-box exercise and presents a distorted view of local communities. This reduces SV plans to the bare minimum for project approval instead of offering relevant SV to local communities. Addressing the issues goes beyond changing the approach of project teams to engagement (from instrumental to normative) and requires changing the practices.Originality/valueFor the first time, the study uses practice theory to conceptualise LCE as a practice, following the notion of project as practice. The study problematises the literature to address the under-represented link between LCE and SV plans.

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Investigating perspective taking when infrastructure megaproject teams engage local communities: Navigating tensions and balancing perspectives

Cited by 26 publications

References 36 publications

Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?

Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?

Distributed team cognition and collaborative problem-solving in project management

Local community engagement as a practice: an investigation of local community engagement issues and their impact on transport megaprojects' social value

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