Fiona Caroline Saunders and Ellen A. Townsend
The purpose of this paper is to make recommendations for policy makers, promotors and project managers on how to structure and deliver new nuclear build programmes, by drawing on…
Abstract
Purpose
The purpose of this paper is to make recommendations for policy makers, promotors and project managers on how to structure and deliver new nuclear build programmes, by drawing on the megaprojects literature and salutary lessons from previous megaprojects.
Design/methodology/approach
This paper is underpinned by the extant literature and an analysis of public domain data from three proposed new nuclear power plants in the UK. It identifies the main challenges facing new nuclear build projects and subsequently proposes lessons that can be learnt from megaprojects, in order to plan, structure and deliver new nuclear build programmes successfully.
Findings
The paper argues that megaprojects are simultaneously trait-making, rather than trait-taking, possess a temporality and timescale in excess of typical infrastructure projects, suffer from high levels of uncertainty and ambiguity, are organisationally complex, costly and are highly likely to destroy rather than create value. Second, it argues that the challenges facing new nuclear build are not merely technological but also institutional, political and societal in nature. The nature of these challenges is exemplified using three proposed new nuclear build projects in the UK.
Originality/value
This is the first paper to draw on both extant megaproject theory and on an analysis of the public domain data from three proposed new nuclear power plants in the UK. It makes contributions to megaprojects theory and practice, and specifically to nuclear new build projects. Importantly, it proffers recommendations for how new nuclear build programmes around the world might be structured, planned and delivered to minimise the risks of failure.
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Keywords
Resource sharing is an important element inthe national planning of library andinformation services to meet the needs ofinformation, education and culture of thewhole community at…
Abstract
Resource sharing is an important element in the national planning of library and information services to meet the needs of information, education and culture of the whole community at all levels. An overview of resource sharing practices is presented, with particular reference to the British scene. It is also argued that, with the approach of the Single Market in 1992, resource sharing should now be considered on a European scale. In conclusion, some problems associated with the practice of resource sharing are considered.
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Ian Roper, David Etherington and Suzan Lewis
The purpose of this paper is to consider the resilience of a national-level initiative (Improving Working Lives (IWL)) in the face of local-level initiative (Turnaround) in an NHS…
Abstract
Purpose
The purpose of this paper is to consider the resilience of a national-level initiative (Improving Working Lives (IWL)) in the face of local-level initiative (Turnaround) in an NHS hospital and compare to Bach and Kessler’s (2012) model of public service employment relations.
Design/methodology/approach
Case study research consisting of 23 in-depth semi-structured interviews from a range of participants.
Findings
The principles behind IWL were almost entirely sacrificed in order to meet the financial objectives of Turnaround. This indicates the primacy of localised upstream performance management initiatives over the national-level downstream employee relations initiatives that form the basis of the NHS’ claim to model employer aspiration.
Research limitations/implications
The case study was conducted between 2007 and 2009. While the case study falls under previous government regime, the dualised system of national-level agreements combined with localised performance management – and the continued existence of both Turnaround and IWL – makes the results relevant at the time of writing.
Originality/value
Some studies (e.g. Skinner et al., 2004) indicated a perception that IWL was not trusted by NHS staff. The present study offers reasons as to why this may be the case.