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Delivering infrastructure in a timely and efficient manner to provide public value remains challenging despite the theoretical developments that have been made. What do we know that could help to deliver quality and energy-efficient infrastructure, what are current challenges and how could we overcome them? This State-of-the-Art Review article attempts to uncover underlying themes, including the governance of large infrastructure projects, the importance of innovation and contractual arrangements, and social and environmental acceptability. A current review of major Canadian contributions is offered, and promising research avenues are proposed. La realisation d'infrastructures de maniere opportune et efficace en vue de fournir de la valeur publique reste un defi malgre les developpements theoriques deja realises. Qu'est-ce qui pourrait contribuer a fournir des infrastructures de qualite et a basse consommation d'energie? Quels sont les defis contemporains et comment pourrions-nous les surmonter? Cet article tente de mettre au jour les themes sous-jacents, notamment la gouvernance de grands projets d'infrastructure, l'importance de l'innovation et des ententes contractuelles, ainsi que l'acceptabilite sociale et environnementale. Nous presentons une revue actuelle des principales contributions canadiennes et proposons des pistes de recherche prometteuses., INTRODUCTION Public infrastructure is mostly delivered through large-scaled ventures, commonly labelled as large infrastructure projects or megaprojects. Despite increasing interest on this topic internationally, megaprojects are still a neglected field [...]

Scholars have greatly improved our understanding of legitimacy and legitimation processes in recent years. Focusing mainly on organizations and institutional fields, mainstream organizational legitimacy theories assume that organizations are permanent. In so doing, projects—viewed as temporary organizations—like those involving natural resources and infrastructure development projects have been overlooked. In this article, our initial argument posits that a significant temporal distinction underpins the contrast in legitimacy between stable and established organizations and projects. We then develop and discuss two spectra that differentiate the legitimacy of a project from the legitimacy of the organization endorsing the project. Building on these spectra, we then theorize four interplay processes between the legitimacy of projects and the legitimacy of organizations: project reinforcement/degradation and organizational reinforcement/degradation. Our findings pave the way for new and unexplored research avenues on the legitimacy of projects. [ABSTRACT FROM AUTHOR]

Abstract Co-ownership of major projects increases organizational complexity but remains underexplored in project studies. This article examines these complexities, employing an engaged scholarship approach with a group of practitioners facing a significant challenge regarding collaborative governance of a major project. This approach enables us to develop a framework for major projects, which includes four types of collaborative governance mechanism: sensemaking, structural, procedural, and relational. Our work has implications for interorganizational design, suggesting that a project management office (PMO) could play a leadership and integrative role in collaborative governance. [ABSTRACT FROM AUTHOR]

This document is a compilation of various academic articles and journals related to organizational design and project management. It includes research on topics such as the governance of interorganizational projects, the influence of heuristics and mantras in large rail tunnel projects, the balance between order and chaos in multi-project firms, and the design of project-based organizations. The articles provide insights into different aspects of organizational design and offer perspectives on how to effectively manage projects in various contexts. [Extracted from the article]

As the digital transformation impacts many sectors of the economy, actors in the construction industry—and more specifically in megaproject initiatives—have to adapt to new technologies and processes. Megaprojects are commonly undertaken to build essential infrastructures such as roads, dams, buildings, or even smart cities or districts, and usually involve complex and hybrid organizational forms. Moreover, digitalization transforms megaprojects, presenting megaproject teams with opportunities, but also challenges. This conceptual paper explores the characteristics of heterarchical megaproject ecologies in order to identify ways to address the impacts of the current digital transformation. Our aim is to analyze how a heterarchical form of governance contributes to transforming the management of innovation. While heterarchies can lead to severe dysfunctions, we propose strategies to manage them, paying specific attention to the governance of a common-pool-resource scenario, network roles, knowledge articulation and learning. The main contribution of this paper is to provide a renewed conceptualization of megaproject governance and to propose a conceptual framework that can be used to study the management of innovation in empirical megaproject settings. [ABSTRACT FROM AUTHOR]