References
- Baccarini, D. 1996. “The Concept of Project Complexity – A Review.” International Journal of Project Management 14 (4): 201–204. doi:https://doi.org/10.1016/0263-7863(95)00093-3.
- 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:https://doi.org/10.1108/IJMPB-09-2014-0060.
- Baggen, J. H., J. M. Vleugel, and J. A. A. Stoop. 2010. “European Experiences with ERTMS Implementation: The Case of the High-Speed Railway Amsterdam-Antwerp.” WIT Transactions on State of the Art in Science and Engineering 46: 123–132.
- Bakhshi, J., V. Ireland, and A. Gorod. 2016. “Clarifying the Project Complexity Construct: Past, Present and Future.” International Journal of Project Management 34 (7): 1199–1213. doi:https://doi.org/10.1016/j.ijproman.2016.06.002.
- Barlow, J. 2000. “Innovation and Learning in Complex Offshore Construction Projects.” Research Policy 29 (7–8): 973–989. doi:https://doi.org/10.1016/S0048-7333(00)00115-3.
- 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:https://doi.org/10.1016/j.respol.2008.04.027.
- Bosch-Rekveldt, M., Y. Jongkind, H. Mooi, H. Bakker, and A. Verbraeck. 2011. “Grasping Project Complexity in Large Engineering Projects: The TOE (Technical, Organizational and Environmental) Framework.” International Journal of Project Management 29 (6): 728–739. doi:https://doi.org/10.1016/j.ijproman.2010.07.008.
- Brady, T. 2011. “Creating and Sustaining a Supply Network to Deliver Routine and Complex One off Airport Infrastructure Projects.” International Journal of Innovation and Technology Management 08 (03): 469–481. doi:https://doi.org/10.1142/S0219877011002362.
- Brady, T., and A. Davies. 2014. “Managing Structural and Dynamic Complexity: A Tale of Two Projects.” Project Management Journal 45 (4): 21–38. doi:https://doi.org/10.1002/pmj.21434.
- Brockmann, C., H. Brezinski, and A. Erbe. 2016. “Innovation in Construction Megaprojects.” Journal of Construction Engineering and Management 142 (11): 04016059–04016059. doi:https://doi.org/10.1061/(ASCE)CO.1943-7862.0001168.]
- Chapman, R. J. 2016. “A Framework for Examining the Dimensions and Characteristics of Complexity Inherent within Rail Megaprojects.” International Journal of Project Management 34 (6): 937–956. doi:https://doi.org/10.1016/j.ijproman.2016.05.001.
- 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:https://doi.org/10.1111/j.1467-6486.2009.00880.x.
- 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:https://doi.org/10.2307/41166482.
- Davies, A., and D. M. Gann. 2017. “Innovation and Flexibility in Megaprojects: A New Delivery Model.” In The Oxford Handbook of Megaproject Management, edited by B. Flyvbjerg, 313–338. Oxford, UK: Oxford University Press.
- Davies, A., S. MacAulay, T. DeBarro, and M. Thurston. 2014. “Making Innovation Happen in a Megaproject: London’s Crossrail Suburban Railway System.” Project Management Journal 45 (6): 25–37. doi:https://doi.org/10.1002/pmj.21461.
- de Carlo, L. 2006. “The French High-Speed Méditerranée Train Decision Process: A Large-Scale Public Decision Case Study.” Conflict Resolution Quarterly 24 (1): 3–30. doi:https://doi.org/10.1002/crq.155.
- Dodgson, M., D. Gann, and A. Salter. 2008. The Management of Technological Innovation: Strategy and Practice. Oxford, UK: Oxford University Press.
- 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:https://doi.org/10.1016/j.tra.2015.04.019.
- Donaldson, L. 2001. The Contingency Theory of Organizations. Thousand Oaks, CA: Sage.
- Dunović, I. B., M. Radujković, and K. A. Škreb. 2014. “Towards a New Model of Complexity – The Case of Large Infrastructure Projects.” Procedia – Social and Behavioral Sciences 119: 730–738. doi:https://doi.org/10.1016/j.sbspro.2014.03.082.
- Eisenhardt, K. M., and M. E. Graebner. 2007. “Theory Building from Cases: Opportunities and Challenges.” Academy of Management Journal 50 (1): 25–32. doi:https://doi.org/10.5465/amj.2007.24160888.
- Floricel, S., J. L. Michela, and S. Piperca. 2016. “Complexity, Uncertainty – Reduction Strategies, and Project Performance.” International Journal of Project Management 34 (7): 1360–1383. doi:https://doi.org/10.1016/j.ijproman.2015.11.007.
- Flyvbjerg, B. 2014. “What You Should Know about Megaprojects and Why: An Overview.” Project Management Journal 45 (2): 6–19. doi:https://doi.org/10.1002/pmj.21409.
- Frick, K. T. 2008. “The Cost of the Technological Sublime: Daring Ingenuity and the New San Francisco–Oakland Bay Bridge.” In Decision-Making on Mega-Projects: Cost–Benefit Analysis, Planning, and Innovation, edited by H. Priemus, B. Flyvbjerg, and B. van Wee, 239–262. Cheltenham: Edward Elgar.
- 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:https://doi.org/10.1016/S0048-7333(00)00114-1.
- Geraldi, J., H. Maylor, and T. Williams. 2011. “Now, Let’s Make It Really Complex (Complicated): A Systematic Review of the Complexities of Projects.” International Journal of Operations & Production Management 31 (9): 966–990. doi:https://doi.org/10.1108/01443571111165848.
- Giezen, M. 2012. “Keeping It Simple? A Case Study into the Advantages and Disadvantages of Reducing Complexity in Mega Project Planning.” International Journal of Project Management 30 (7): 781–790. doi:https://doi.org/10.1016/j.ijproman.2012.01.010.
- Giezen, M., W. Salet, and L. Bertolini. 2015. “Adding Value to the Decision-Making Process of Mega Projects: Fostering Strategic Ambiguity, Redundancy, and Resilience.” Transport Policy 44: 169–178. doi:https://doi.org/10.1016/j.tranpol.2015.08.006.
- 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:https://doi.org/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:https://doi.org/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:https://doi.org/10.1061/(ASCE)CO.1943-7862.0001499.
- Hanisch, B., and A. Wald. 2012. “A Bibliometric View on the Use of Contingency Theory in Project Management Research.” Project Management Journal 43 (3): 4–23. doi:https://doi.org/10.1002/pmj.21267.
- Hayes, G. 2002. Environmental Protest and the State in France. Hampshire, UK: Palgrave Macmillan.
- He, Q., X. Chen, G. Wang, J. Zhu, D. Yang, X. Liu, and Y. Li. 2019. “Managing Social Responsibility for Sustainability in Megaprojects: An Innovation Transitions Perspective on Success.” Journal of Cleaner Production 241: 118395. doi:https://doi.org/10.1016/j.jclepro.2019.118395.
- Hertogh, M., S. Baker, P. Lian Staal-Ong, and E. Westerveld. 2008. Managing Large Infrastructure Projects: Research on Best Practices and Lessons Learnt in Large Infrastructure Projects in Europe. Utrecht, The Netherlands: Netlipse Networking Knowledge.
- Hobday, M. 1998. “Product Complexity, Innovation and Industrial Organization.” Research Policy 26 (6): 689–710. doi:https://doi.org/10.1016/S0048-7333(97)00044-9.
- Holzmann, V., A. Shenhar, Y. Zhao, and B. Melamed. 2017. “Cracking the Code of Megaproject Innovation: The Case of Boeing 787.” In The Oxford Handbook of Megaproject Management, edited by B. Flyvbjerg, 453–474. Oxford, UK: Oxford University Press.
- Johansen, A., and A. Rolstadås. 2017. “Decision Process in One-of-a-Kind Production.” Production Planning & Control 28 (10): 802–812. doi:https://doi.org/10.1080/09537287.2017.1319985.
- Johnston, V. R. 2011. “Entrepreneurial Megaproject Leadership, Innovation, and Accountability: Denver’s International Airport.” Public Works Management & Policy 16 (3): 199–227. doi:https://doi.org/10.1177/1087724X11409949.
- Koppenjan, J., and M. Leijten. 2005. “Privatising Railroads: The Problematic Involvement of the Private Sector in Two Dutch Railway Projects.” Asia Pacific Journal of Public Administration 27 (2): 181–199. doi:https://doi.org/10.1080/23276665.2005.10779307.
- 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:https://doi.org/10.3390/buildings9050115.
- 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:https://doi.org/10.1016/j.ijproman.2013.04.002.
- Leheis, S. 2012. “High-Speed Train Planning in France: Lessons from the Mediterranean TGV-Line.” Transport Policy 21: 37–44. doi:https://doi.org/10.1016/j.tranpol.2011.11.004.
- Lessard, D., V. Sakhrani, and R. Miller. 2014. “House of Project Complexity – Understanding Complexity in Large Infrastructure Projects.” Engineering Project Organization Journal 4 (4): 170–192. doi:https://doi.org/10.1080/21573727.2014.907151.
- Liu, L., and D. Leitner. 2012. “Simultaneous Pursuit of Innovation and Efficiency in Complex Engineering Projects—A Study of the Antecedents and Impacts of Ambidexterity in Project Teams.” Project Management Journal 43 (6): 97–110. doi:https://doi.org/10.1002/pmj.21301.
- Maghsoudi, S., C. Duffield, and D. Wilson. 2016. “Innovation in Infrastructure Projects: An Australian Perspective.” International Journal of Innovation Science 8 (2): 113–132. doi:https://doi.org/10.1108/IJIS-06-2016-008.
- Omega Centre. n.d. TGV Méditerranée. Omega Centre, Centre for Mega Projects in Transport and Development. http://www.omegacentre.bartlett.ucl.ac.uk/publications/omega-case-studies/
- Ozorhon, B., and K. Oral. 2017. “Drivers of Innovation in Construction Projects.” Journal of Construction Engineering and Management 143 (4): 04016118–04016119. doi:https://doi.org/10.1061/(ASCE)CO.1943-7862.0001234.
- Pellegrinelli, S. 2011. “What’s in a Name: Project or Programme?” International Journal of Project Management 29 (2): 232–240. doi:https://doi.org/10.1016/j.ijproman.2010.02.009.
- Perlet, J. 2002. “Hydraulics Engineering Solutions for the Mediterranean High-Speed Railroad.” Revue Générale Des Chemins de Fer : 111–115.
- Priemus, H. 2009. “Do Design & Construct Contracts for Infrastructure Projects Stimulate Innovation? The Case of the Dutch High Speed Railway.” Transportation Planning and Technology 32 (4): 335–353. doi:https://doi.org/10.1080/03081060903119592.
- Procter, C., and M. Kozak-Holland. 2019. “The Giza Pyramid: Learning from This Megaproject.” Journal of Management History 25 (3): 364–383. doi:https://doi.org/10.1108/JMH-11-2018-0061.
- Puddicombe, M. 2006. “The Limitations of Planning: The Importance of Learning.” Journal of Construction Engineering and Management 132 (9): 949–955. doi:https://doi.org/10.1061/(ASCE)0733-9364(2006)132:9(949).
- Puddicombe, M. 2009. “Why Contracts: Evidence.” Journal of Construction Engineering and Management 135 (8): 675–682. doi:https://doi.org/10.1061/(ASCE)0733-9364(2009)135:8(675).
- Railway Technology. 2017. “HSL Zuid, Netherlands” [online]. Accessed 11 August 2017. http://www.railway-technology.com/projects/zuid/.
- Remington, K., and J. Pollack. 2008. Tools for Complex Projects. Aldershot, UK: Gower Publishing.
- Roehrich, J. K., A. Davies, L. Frederiksen, and N. Sergeeeva. 2019. “Management Innovation in Complex Products and Systems: The Case of Integrated Project Teams.” Industrial Marketing Management 79: 84–93. doi:https://doi.org/10.1016/j.indmarman.2018.10.006.
- Rowley, J. 2002. “Using Case Studies in Research.” Management Research News 25 (1): 16–27. doi:https://doi.org/10.1108/01409170210782990.
- Salet, W., L. Bertolini, and M. Giezen. 2013. “Complexity and Uncertainty: Problem or Asset in Decision Making of Mega Infrastructure Projects?” International Journal of Urban and Regional Research 37 (6): 1984–2000. doi:https://doi.org/10.1111/j.1468-2427.2012.01133.x.
- Salomo, S., J. Weise, and H. G. Gemünden. 2007. “NPD Planning Activities and Innovation Performance: The Mediating Role of Process Management and the Moderating Effect of Product Innovativeness.” Journal of Product Innovation Management 24 (4): 285–302. doi:https://doi.org/10.1111/j.1540-5885.2007.00252.x.
- Seaton, J. X., and R. Schwier. 2014. “An Exploratory Case Study of Online Instructors: Factors Associated with Instructor Engagement.” International Journal of E-Learning & Distance Education 29 (1): 1–16.
- Seawright, J., and J. Gerring. 2008. “Case Selection Techniques in Case Study Research.” Political Research Quarterly 61 (2): 294–308. doi:https://doi.org/10.1177/1065912907313077.
- Sergeeva, N., and C. Zanello. 2018. “Championing and Promoting Innovation in UK Megaprojects.” International Journal of Project Management 36 (8): 1068–1081. doi:https://doi.org/10.1016/j.ijproman.2018.09.002.
- Severo, E. A., B. Sbardelotto, J. C. F. de Guimarães, and C. R. M. de Vasconcelos. 2019. “Project Management and Innovation Practices: Backgrounds of the Sustainable Competitive Advantage in Southern Brazil Enterprises.” Production Planning and Control 31 (15): 1276–1290. doi:https://doi.org/10.1080/09537287.2019.1702734.
- Shenhar, A. J. 2001. “One Size Does Not Fit All Projects: Exploring Classical Contingency Domains.” Management Science 47 (3): 394–414. doi:https://doi.org/10.1287/mnsc.47.3.394.9772.
- Shenhar, A. J., and D. Dvir. 1996. “Toward a Typological Theory of Project Management.” Research Policy 25 (4): 607–632. doi:https://doi.org/10.1016/0048-7333(95)00877-2.
- Shenhar, A. J., and D. Dvir. 2007. “The Lost Link: Why Successful Innovation Needs Sound Project Management.” Portland International Conference on Management of Engineering and Technology, Oregon, USA, 597–610.
- Shenhar, A. J., V. Holzmann, B. Melamed, and Y. Zhao. 2016. “The Challenge of Innovation in Highly Complex Projects: What Can We Learn from Boeing’ s Dreamliner Experience?” Project Management Journal 47 (2): 62–78. doi:https://doi.org/10.1002/pmj.21579.
- Siemiatycki, M. 2013. “Riding the Wave: Explaining Cycles in Urban Mega-Project Development.” Journal of Economic Policy Reform 16 (2): 160–178. doi:https://doi.org/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:https://doi.org/10.1080/014461900370645.
- Söderlund, J. 2004. “Building Theories of Project Management: Past Research, Questions for the Future.” International Journal of Project Management 22 (3): 183–191. doi:https://doi.org/10.1016/S0263-7863(03)00070-X.
- Song, W., J. Cao, and M. Zheng. 2016. “Towards an Integrative Framework of Innovation Network for New Product Development Project.” Production Planning & Control 27 (12): 967–978. doi:https://doi.org/10.1080/09537287.2016.1167980.
- 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:https://doi.org/10.1108/CG-06-2013-0080.
- Stake, R. E. 2013. Multiple Case Study Analysis. NY, USA: Guilford Press.
- Stewart, J. 2012. “Multiple-Case Study Methods in Governance-Related Research.” Public Management Review 14 (1): 67–82. doi:https://doi.org/10.1080/14719037.2011.589618.
- Tijdelijke Commissie Infrastructuurprojecten (TCI) [Parliamentary Committee for Infrastructure Projects]. 2004a. Grote Projecten Uitvergroot. Een Infrastructuur Voor Besluitvorming [Major Projects Magnified. An Infrastructure for Decision-Making]. The Hague: Sdu Uitgevers.
- Tijdelijke Commissie Infrastructuurprojecten (TCI) [Parliamentary Committee for Infrastructure Projects]. 2004b. Reconstructie HSL-Zuid. De Besluitvorming Uitvergroot [Reconstruction of HSL-South. The Decision-Making Process Magnified]. The Hague: Sdu Uitgevers.
- Tinoco, R. A., C. E. Y. Sato, and R. Hasan. 2016. “Responsible Project Management: Beyond the Triple Constraints.” Journal of Modern Project Management 4 (1): 81–92.
- Van Marrewijk, A. 2017. “The Multivocality of Symbols: A Longitudinal Study of the Symbolic Dimensions of the High-Speed Train Megaproject (1995–2015).” Project Management Journal 48 (6): 47–59. doi:https://doi.org/10.1177/875697281704800605.
- van Marrewijk, A., S. R. Clegg, T. S. Pitsis, and M. Veenswijk. 2008. “Managing Public–Private Megaprojects: Paradoxes, Complexity, and Project Design.” International Journal of Project Management 26 (6): 591–600. doi:https://doi.org/10.1016/j.ijproman.2007.09.007.
- Veenswijk, M., A. Van Marrewijk, and K. Boersma. 2010. “Developing New Knowledge in Collaborative Relationships in Megaproject Alliances: Organizationing Reflection in the Dutch Construction Sector.” International Journal of Knowledge Management Studies 4 (2): 216–232. doi:https://doi.org/10.1504/IJKMS.2010.030793.
- Wang, C. L., and P. K. Ahmed. 2004. “Leveraging Knowledge in the Innovation and Learning Process at GKN.” International Journal of Technology Management 27 (6/7): 674–688. doi:https://doi.org/10.1504/IJTM.2004.004909.
- Whyte, J. 2019. “How Digital Information Transforms Project Delivery Models.” Project Management Journal 50 (2): 177–194. doi:https://doi.org/10.1177/8756972818823304.
- Williams, T., H. Vo, K. Samset, and A. Edkins. 2019. “The Front-End of Projects: A Systematic Literature Review and Structuring.” Production Planning & Control 30 (14): 1137–1169. doi:https://doi.org/10.1080/09537287.2019.1594429.
- Williams, T. M. 1999. “The Need for New Paradigms for Complex Projects.” International Journal of Project Management 17 (5): 269–273. doi:https://doi.org/10.1016/S0263-7863(98)00047-7.
- Winch, G. 1998. “Zephyrs of Creative Destruction: Understanding the Management of Innovation in Construction.” Building Research and Information 26 (5): 68–279.
- 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:https://doi.org/10.1177/875697281604700407.
- Yin, R. K. 2013. Case Study Research: Design and Methods. London, UK: SAGE.