Innovation in megaprojects and the role of project complexity

Abstract

This article examines innovation in megaprojects and the way in which project complexity plays a role in innovation. Megaprojects are experiencing increasing levels of innovation as a means to deal with complexity and to improve the delivery of megaprojects. So far, the relation between innovation and project complexity is under-explored in the megaproject management literature. Based on a cross-case study of two megaprojects, the paper critically evaluates the dimensions of innovation and the relation with project complexity. It also reveals interactions between innovation dimensions. Project complexity is considered a contingency factor in the influence of innovation on project performance. Policy recommendations include evaluating the adoption of innovation against a reduction of complexity, and improving integration of innovation in the planning of megaprojects.

Keywords:

• Innovation
• megaproject
• complexity
• case study

Acknowledgement

The authors gratefully acknowledge the helpful and constructive feedback and comments of the reviewers on the earlier draft of this paper.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Chantal C. Cantarelli

Chantal C. Cantarelli is Lecturer (Assistant Professor) in Operations Management at Sheffield University Management School, UK. Prior to this, she was a Research Fellow at Oxford University’s Saïd Business School. She gained her PhD in Systems Engineering, Policy Analyses, and Management from Delft University of Technology, The Netherlands. Her main research interests are in planning and managing major infrastructure projects, particularly regarding decision-making, risk management, organizational behaviour, and the influence of project ownership and financing on the performance of projects.