CHAPTER 3
The (Under) Performance of Megaprojects: A Meta-Organizational Perspective
This study links evolution in organizational structure to ambiguity in the evaluation of performance in the context of organizations formed to develop capital-intensive infrastructure: so-called “megaprojects.” Based on the longitudinal analysis of three megaprojects in London, we argue that a megaproject is a meta-organization with two symbiotically related constituent structures. The core, led by a coalition, is a mutable collective of actors that shares control over the project goal and corresponding strategic design choices. The periphery is a vast supply chain selected to design and build the infrastructure, but lacks the authority to change the strategic ...
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