References
- Atkinson, R., Crawford, L., & Ward, S. (2006). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management, 24(8), 687–698. https://doi.org/doi:10.1016/j.ijproman.2006.09.011
- Beauregard, R. A. (2005). Introduction: Institutional transformations. Planning Theory, 4(3), 203–207. https://doi.org/doi:10.1177/1473095205058493
- Bergsma, E., Giezen, M., Schalkwijk, B., & Büscher, C. (2019). Adapting to new realities: An analysis of institutional work in three cases of Dutch infrastructure planning. Journal of Environmental Planning and Management, 62(1), 88–105. https://doi.org/10.1080/09640568.2017.1391072
- Bertolini, L. (2010). Coping with the irreducible uncertainties of planning: An evolutionary approach. In P. Healey & J. Hillier (Eds.), The Ashgate research companion to planning theory: Conceptual challenges for spatial planning (pp. 413–424). Routledge.
- Bertolini, L., & Salet, W. (2008). Coping with complexity and uncertainty in mega projects: Linking strategic choices and operational decision making [Unpublished manuscript]. Barlett School of Planning, University College London
- Beukers, E., Bertolini, L., & Te Brömmelstroet, M. (2012). Why cost benefit analysis is perceived as a problematic tool for assessment of transport plans: A process perspective. Transportation Research Part A: Policy and Practice, 46(1), 68–78. https://doi.org/doi:10.1016/j.tra.2011.09.004
- Biesenthal, C., Clegg, S., Mahalingam, A., & Sankaran, S. (2018). Applying institutional theories to managing megaprojects. International Journal of Project Management, 36(1), 43–54. https://doi.org/doi:10.1016/j.ijproman.2017.06.006
- Bosch-Rekveldt, M., Jongkind, Y., Mooi, H., Bakker, H., & Verbraeck, A. (2011). Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework. International Journal of Project Management, 29(6), 728–739. https://doi.org/doi:10.1016/j.ijproman.2010.07.008
- Cantarelli, C. C., Molin, E. J. E., van Wee, B., & Flyvbjerg, B. (2012). Characteristics of cost overruns for Dutch transport infrastructure projects and the importance of the decision to build and project phases. Transport Policy, 22, 49–56. https://doi.org/doi:10.1016/j.tranpol.2012.04.001
- Cardenas, I. C., & Halman, J. I. M. (2016). Coping with uncertainty in environmental impact assessments: Open techniques. Environmental Impact Assessment Review, 60, 24–39. https://doi.org/10.1016/j.eiar.2016.02.006
- Christensen, K. S. (1985). Coping with uncertainty in planning. Journal of the American Planning Association, 51(1), 63–73. https://doi.org/doi:10.1080/01944368508976801
- De Jong, M., Annema, J. A., & Van Wee, G. P. (2013). How to build major transport infrastructure projects within budget, in time and with the expected output; a literature review. Transport Reviews, 33(2), 195–218. https://doi.org/10.1080/01441647.2013.778912
- De Roo, G. (2018). Spatial planning and the complexity of turbulent, open environments: About purposeful interventions in a world of non-linear change. In M. Gunder, A. Madanipour, & V. Watson (Eds.), The Routledge handbook of planning theory (pp. 314–325). Routledge.
- Denicol, J., Davies, A., & Krystallis, I. (2020). What are the causes and cures of poor megaproject performance? A systematic literature review and research agenda. Project Management Journal, 51(3), 328–345. https://doi.org/10.1177/8756972819896113
- Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project Management Journal, 45(2), 6–19. https://doi.org/doi:10.1002/pmj.21409
- Flyvbjerg, B., Ansar, A., Budzier, A., Buhl, S., Cantarelli, C., Garbuio, M., Glenting, C., Holm, M. S., Lovallo, D., Lunn, D., Molin, E., Rønnest, A., Stewart, A., & van Wee, B. (2018). Five things you should know about cost overrun. Transportation Research Part A: Policy and Practice, 118, 174–190. https://doi.org/doi:10.1016/j.tra.2018.07.013
- Flyvbjerg, B., Bruzelius, N., & Rothengatter, W. (2003). Megaprojects and risk: An anatomy of ambition. Cambridge University Press.
- Flyvbjerg, B., Garbuio, M., & Lovallo, D. (2009). Delusion and deception in large infrastructure projects: Two models for explaining and preventing executive disaster. California Management Review, 51(2), 170–193. https://doi.org/10.2307/41166485
- Flyvbjerg, B., Skamris Holm, M. K., & Buhl, S. L. (2002). Underestimating costs in public works projects: Error or lie? Journal of the American Planning Association, 68(3), 279–295. https://doi.org/doi:10.1080/01944360208976273
- Friend, J., & Hickling, A. (1987). Planning under pressure. The strategic choice approach. Pergamon Press.
- Friend, J., & Jessop, N. (1969). Local government and strategic choice. An operational research approach to the processes of public planning. Tavistock Publications.
- Giezen, M. (2013). Adaptive and strategic capacity: Navigating megaprojects through uncertainty and complexity. Environment and Planning B-Planning & Design, 40(4), 723–741. https://doi.org/10.1068/b38184
- Giezen, M., Bertolini, L., & Salet, W. (2015). Adaptive capacity within a mega project: A case study on planning and decision-making in the face of complexity. European Planning Studies, 23(5), 999–1018. https://doi.org/10.1080/09654313.2014.916254
- Hall, P. A., & Taylor, R. C. R. (1996). Political science and the three new institutionalisms. Political Studies, 44(5), 936–957. https://doi.org/10.1111/j.1467-9248.1996.tb00343.x
- Healey, P. (2006). Transforming governance: Challenges of institutional adaptation and a new politics of space. European Planning Studies, 14(3), 299–320. https://doi.org/10.1080/09654310500420792
- Healey, P. (2018). Developing a ‘sociological institutionalist’ approach to analysing institutional change in place governance. In W. Salet (Ed.), The Routledge handbook of institutions and planning in action (pp. 24–42). Routledge.
- Hijmans, E. (1996). Logic for qualitative media content analysis: A typology. Communications -Sankt Augustin Then Berlin-, 21(1), 93–108. https://doi.org/doi:10.13140/RG.2.1.3885.3604
- Kato, S., & Ahern, J. (2008). ‘Learning by doing’: Adaptive planning as a strategy to address uncertainty in planning. Journal of Environmental Planning and Management, 51(4), 543–559. https://doi.org/10.1080/09640560802117028
- Koppenjan, J., Veeneman, W., van der Voort, H., ten Heuvelhof, E., & Leijten, M. (2011). Competing management approaches in large engineering projects: The Dutch RandstadRail project. International Journal of Project Management, 29(6), 740–750. https://doi.org/doi:10.1016/j.ijproman.2010.07.003
- Lehtonen, M., Joly, P.-B., & Aparicio, L. (2017). Introduction. In M. Lehtonen, P.-B. Joly, & L. Aparicio (Eds.), Socioeconomic evaluation of megaprojects. Dealing with uncertainties (pp. 1–22). Routledge.
- Lindblom, C. E. (1959). The science of ‘muddling through’. Public Administration Review, 19(2), 79–88. https://doi.org/10.2307/973677
- Machiels, T., Compernolle, T., & Coppens, T. (2021). Real option applications in megaproject planning: Trends, relevance and research gaps. A literature review. European Planning Studies, 29(3), 446–467. https://doi.org/10.1080/09654313.2020.1742665
- North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge university press.
- Priemus, H. (2010). Mega-projects: Dealing with pitfalls. European Planning Studies, 18(7), 1023–1039. https://doi.org/doi:10.1080/09654311003744159
- Priemus, H., Bosch-Rekveldt, M., & Giezen, M. (2013). Dealing with the complexity, uncertainties and risks of mega-projects: Redundancy, resilience and adaptivity. In H. Priemus & B. van Wee (Eds.), International handbook in mega-projects (pp. 83–110). Edward Elgar Publishing Limited.
- Rauws, W. (2017). Embracing uncertainty without abandoning planning. disP - the Planning Review, 53(1), 32–45. https://doi.org/10.1080/02513625.2017.1316539
- Rauws, W., Cook, M., & Van Dijk, T. (2014). How to make development plans suitable for volatile contexts. Planning Practice & Research, 29(2), 133–151. https://doi.org/10.1080/02697459.2013.872902
- Salet, W. (Ed.). (2018). The Routledge handbook of institutions and planning in action. Routledge.
- Salet, W., Bertolini, L., & Giezen, M. (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. https://doi.org/doi:10.1111/j.1468-2427.2012.01133.x
- Samset, K., & Volden, G. H. (2016). Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance. International Journal of Project Management, 34(2), 297–313. https://doi.org/doi:10.1016/j.ijproman.2015.01.014
- Sanderson, J. (2012). Risk, uncertainty and governance in megaprojects: A critical discussion of alternative explanations. International Journal of Project Management, 30(4), 432–443. https://doi.org/doi:10.1016/j.ijproman.2011.11.002
- Simon, H. A. (1997). Administrative behavior: A study of decision-making processes in administrative organizations (4th ed.). Free Press.
- Skrimizea, E., Haniotou, H., & Parra, C. (2019). On the ‘complexity turn’in planning: An adaptive rationale to navigate spaces and times of uncertainty. Planning Theory, 18(1), 122–142. https://doi.org/doi:10.1177/1473095218780515
- Sorensen, A. (2015). Taking path dependence seriously: An historical institutionalist research agenda in planning history. Planning Perspectives, 30(1), 17–38. https://doi.org/10.1080/02665433.2013.874299
- Sorensen, A. (2017). New institutionalism and planning theory. In M. Gunder, A. Madanipour, & V. Watson (Eds.), The Routledge handbook of planning theory (pp. 250–263). Routledge.
- Sorensen, A. (2018). Institutions and urban space: Land, infrastructure, and governance in the production of urban property. Planning Theory & Practice, 19(1), 21–38. https://doi.org/10.1080/14649357.2017.1408136
- Taleb, N. N. (2007). The black swan: The impact of the highly improbable. Random house.
- Taylor, Z. (2013). Rethinking planning culture: A new institutionalist approach. The Town Planning Review, 84(6), 683–702. https://doi.org/doi:10.3828/tpr.2013.36
- van Marrewijk, A., Clegg, S. R., Pitsis, T. S., & Veenswijk, M. (2008). Managing public–private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management, 26(6), 591–600. https://doi.org/doi:10.1016/j.ijproman.2007.09.007
- Welde, M., & Odeck, J. (2017). Cost escalations in the front-end of projects – Empirical evidence from Norwegian road projects. Transport Reviews, 37(5), 612–630. https://doi.org/10.1080/01441647.2016.1278285
- Williams, T., & Samset, K. (2010). Issues in front-end decision making on projects. Project Management Journal, 41(2), 38–49. https://doi.org/doi:10.1002/pmj.20160
- Williams, T., Vo, H., Samset, K., & Edkins, A. (2019). The front-end of projects: A systematic literature review and structuring. Production Planning & Control, 30(14), 1137–1169. https://doi.org/doi:10.1080/09537287.2019.1594429
- Winch, G. M., & Maytorena, E. (2012). The Oxford handbook of project management. In P. W. G. Morris, J. K. Pinto, & J. Söderlund (Eds.), Managing risk and uncertainty on projects (pp. 345–364). Oxford University Press.
- Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage Publications.
- Zandvoort, M., Van der Vlist, M. J., Klijn, F., & Van den Brink, A. (2018). Navigating amid uncertainty in spatial planning. Planning Theory, 17(1), 96–116. https://doi.org/10.1177/1473095216684530