Innovation potential of megaprojects: a systematic literature review

Figure 1. Flowchart systematic literature review process.

Figure 2. Distribution of articles over studied period.

Figure 3. Distribution of articles by journal.

Figure 4. Distribution of articles by geographical focus.

Figure 5. Distribution of articles by methods adopted.

Figure 6. Distribution of articles by instruments adopted.

Table 2. Description dimensions pertaining to innovation as a process (adapted from Crossan and Apaydin Citation2010).

Table 3. Description dimensions pertaining to innovation as an outcome (adapted from Crossan and Apaydin Citation2010).

Figure 7. Framework innovation adoption in megaprojects.

Appendix. Classification of papers Table A1. Classification of reviewed papers on innovation in megaprojects.

Crossan, M. M., and M. Apaydin. 2010. “A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature.” Journal of Management Studies 47 (6): 1154–1191. doi:10.1111/j.1467-6486.2009.00880.x.

Badi, S. M., and S. D. Pryke. 2015. “Assessing the Quality of Collaboration towards the Achievement of Sustainable Energy Innovation in PFI School Projects.” International Journal of Managing Projects in Business 8 (3): 408–440. doi:10.1108/IJMPB-09-2014-0060.

Badi, S. M., and S. D. Pryke. 2016. “Assessing the Impact of Risk Allocation on Sustainable Energy Innovation (SEI).” International Journal of Managing Projects in Business 9 (2): 259–281. doi:10.1108/IJMPB-10-2015-0103.

Barlow, J., and M. Köberle-Gaiser. 2008. “The Private Finance Initiative, Project Form and Design Innovation. The UK’s Hospitals Programme.” Research Policy 37 (8): 1392–1402. doi:10.1016/j.respol.2008.04.027.

Boateng, P., Z. Chen, and S. O. Ogunlana. 2015. “An Analytical Network Process Model for Risks Prioritisation in Megaprojects.” International Journal of Project Management 33 (8): 1795–1811. doi:10.1016/j.ijproman.2015.08.007.

Boland, R. J., K. Lyytinen, and Y. Yoo. 2007. “Wakes of Innovation in Project Networks: The Case of Digital 3-D Representations in Architecture, Engineering, and Construction.” Organization Science 18 (4): 631–647. doi:10.1287/orsc.1070.0304.

Brockmann, C., H. Brezinski, and A. Erbe. 2016. “Innovation in Construction Megaprojects.” Journal of Construction Engineering and Management 142 (11): 1–59. doi:10.1061/(ASCE)CO.1943-7862.0001168.

Chung, J. K. H., M. M. Kumaraswamy, and E. Palaneeswaran. 2009. “Improving Megaproject Briefing through Enhanced Collaboration with ICT.” Automation in Construction 18 (7): 966–974. doi:10.1016/j.autcon.2009.05.001.

Davidson, F. P., and J. C. Huot. 1991. “Large-Scale Projects: Management Trends for Major Projects.” Cost Engineering 33 (2): 15–23.

Davies, A., D. Gann, and T. Douglas. 2009. “Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5.” California Management Review 51 (2): 101–126. doi:10.2307/41166482.

Dodgson, M., D. Gann, S. MacAulay, and A. Davies. 2015. “Innovation Strategy in New Transportation Systems: The Case of Crossrail.” Transportation Research Part A: Policy and Practice 77: 261–275. doi:10.1016/j.tra.2015.04.019.

Gann, D. M., and A. J. Salter. 2000. “Innovation in Project-Based, Service-Enhanced Firms: The Construction of Complex Products and Systems.” Research Policy 29 (7–8): 955–972. doi:10.1016/S0048-7333(00)00114-1.

Gil, N., M. Miozzo, and S. Massini. 2012. “The Innovation Potential of New Infrastructure Development: An Empirical Study of Heathrow Airport’s T5 Project.” Research Policy 41 (2): 452–466. doi:10.1016/j.respol.2011.10.011.

Gui, B., Y. Liu, Y. Ju, and X. Ye. 2018. “Disruptive Innovation Patterns Driven by Mega-Projects: A Sustainable Development Pattern Case of China’s High-Speed Rail.” Sustainability 10 (4): 1154. doi:10.3390/su10041154.

Han, Y., Y. Li, J. E. Taylor, and J. Zhong. 2018. “Characteristics and Evolution of Innovative Collaboration Networks in Architecture, Engineering, and Construction: Study of National Prize-Winning Projects in China.” Journal of Construction Engineering and Management 144 (6): 04018038. doi:10.1061/(ASCE)CO.1943-7862.0001499.

Harty, C. 2005. “Innovation in Construction: A Sociology of Technology Approach.” Building Research & Information 33 (6): 512–522. doi:10.1080/09613210500288605.

Henn, L., K. Sloan, M. B. Charles, and N. Douglas. 2016. “An Appraisal Framework for Evaluating Financing Approaches for Public Infrastructure.” Public Money and Management 36 (4): 954–962.

Himmel, M., and M. Siemiatycki. 2017. “Infrastructure Public–Private Partnerships as Drivers of Innovation? Lessons from Ontario, Canada.” Environment and Planning C: Politics and Space 35 (5): 746–764. doi:10.1177/2399654417701430.

Hosseini, M. R., S. Banihashemi, I. Martek, H. Golizadeh, and F. Ghodoosi. 2018. “Sustainable Delivery of Megaprojects in Iran: Integrated Model of Contextual Factors.” Journal of Management in Engineering 34 (2): 05017011. doi:10.1061/(ASCE)ME.1943-5479.0000587.

Husin, A. E., M. A. Berawi, S. Dikun, T. Ilyas, and A. R. B. Berawi. 2015. “Forecasting Demand on Mega Infrastructure Projects: Increasing Financial Feasibility.” International Journal of Technology 6 (1): 73–83. doi:10.14716/ijtech.v6i1.782.

Koseoglu, O., B. Keskin, and B. Ozorhon. 2019. “Challenges and Enablers in BIM-Enabled Digital Transformation in Mega Projects: The Istanbul New Airport Project Case Study.” Buildings 9 (5): 115. doi:10.3390/buildings9050115.

Kozak-Holland, M., and C. Procter. 2014. “Florence Duomo Project (1420–1436): Learning Best Project Management Practice from History.” International Journal of Project Management 32 (2): 242–255. doi:10.1016/j.ijproman.2013.05.003.

Kwak, Y. H., J. Walewski, D. Sleeper, and H. Sadatsafavi. 2014. “What Can we Learn from the Hoover Dam Project That Influenced Modern Project Management?” International Journal of Project Management 32 (2): 256–264. doi:10.1016/j.ijproman.2013.04.002.

Mann, A., and T. Banerjee. 2011. “Institutions and Megaprojects.” Environment and Urbanization ASIA 2 (1): 77–91. doi:10.1177/097542531000200106.

Mukherjee, A., and P. Chatterjee. 2015. “A Framework for Understanding and Modeling Risk in Mega-Projects and Its Impact on the Markets for Project Finance.” The Journal of Structured Finance 21 (3): 88–105. doi:10.3905/jsf.2015.21.3.088.

Parrado, S., and A. M. Reynaers. 2020. “Agents Never Become Stewards: Explaining the Lack of Innovation in Public–Private Partnerships.” International Review of Administrative Sciences 86 (3): 427–417. doi:10.1177/0020852318785024.

Procter, C., and M. Kozak-Holland. 2019. “The Giza Pyramid: Learning from This Megaproject.” Journal of Management History 25 (3): 364–383. doi:10.1108/JMH-11-2018-0061.

Roehrich, J. K., and N. D. Caldwell. 2012. “Delivering Integrated Solutions in the Public Sector: The Unbundling Paradox.” Industrial Marketing Management 41 (6): 995–1007. doi:10.1016/j.indmarman.2012.01.016.

Rosenfeld, Y. 1994. “Innovative Construction Methods.” Construction Management and Economics 12 (6): 521–541. doi:10.1080/01446199400000063.

Rutherford, W. A. 1989. “Organizational Evolution I-595 Port Everglades Expressway.” Journal of Construction Engineering and Management 115 (3): 357–369. doi:10.1061/(ASCE)0733-9364(1989)115:3(357).

Sergeeva, N., and C. Zanello. 2018. “Championing and Promoting Innovation in UK Megaprojects.” International Journal of Project Management 36 (8): 1068–1081. doi:10.1016/j.ijproman.2018.09.002.

Siemiatycki, M. 2006. “Implications of Private-Public Partnerships on the Development of Urban Public Transit Infrastructure: The Case of Vancouver.” Journal of Planning Education and Research.” 26 (2): 137–151. doi:10.1177/0739456X06291390.

Siemiatycki, M. 2013. “Riding the Wave: Explaining Cycles in Urban Mega-Project Development.” Journal of Economic Policy Reform 16 (2): 160–178. doi:10.1080/17487870.2013.797904.

Slaughter, S. E., and H. Shimizu. 2000. “Clusters’ of Innovations in Recent Long Span and Multi-Segmental Bridges.” Construction Management and Economics 18 (3): 269–280. doi:10.1080/014461900370645.

Smits, K., and A. van Marrewijk. 2012. “Chaperoning: Practices of Collaboration in the Panama Canal Expansion Program.” International Journal of Managing Projects in Business 5 (3): 440–456. doi:10.1108/17538371211235317.

Spitzeck, H., C. Boechat, and S. F. Leão. 2013. “Sustainability as a Driver for Innovation – Towards a Model of Corporate Social Entrepreneurship at Odebrecht in Brazil.” Corporate Governance: The International Journal of Business in Society 13 (5): 613–625. doi:10.1108/CG-06-2013-0080.

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Worsnop, T., S. Miraglia, and A. Davies. 2016. “Balancing Open and Closed Innovation in Megaprojects: Insights from Crossrail.” Project Management Journal 47 (4): 79–94. doi:10.1177/875697281604700407.