Search results

1 – 3 of 3
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 3 April 2009

Willem Salet and Johan Woltjer

Drawing on changes in the nature of European metropolitan development planning in general, and the example of the Randstad, in particular, the purpose of this paper is to argue…

1979

Abstract

Purpose

Drawing on changes in the nature of European metropolitan development planning in general, and the example of the Randstad, in particular, the purpose of this paper is to argue for an improved interconnectedness between regions and their public and private sector agencies. These should be linked to “flows of social and economic interaction”, and, as such, complement conventional notions of “bounded spaces” and “nested territorial jurisdictions”. This is in response to the now crucial question for metropolitan planning of how to develop and renew effective institutional capacity to deal with the increasing spatial complexities at regional or metropolitan level.

Design/methodology/approach

The paper is a case study‐based theoretical review of types of metropolitan planning, drawing on original policy documents and interviews with relevant policymakers.

Findings

It is shown that the answer to addressing the challenges of development planning at the city‐regional level is not primarily to enlarge the steering powers of regional planning per se, but to broaden its strategic network capacity through enlarging the coordinative and communicative intelligence of the intermediate regional planning bodies. This allows better responsiveness to the evident transformation processes within spatial development planning as such, with a growing emphasis on a strategic element within it. This, again, is more in line with the changeability of urban space.

Originality/value

The paper shows that the notion of spatial development planning has made a strong revival in the last ten years. It has been spatial planning that has attracted the key focus of debate, more so than adjacent policy‐making sectors (economic policy in particular).

Details

International Journal of Public Sector Management, vol. 22 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Available. Open Access. Open Access
Article
Publication date: 11 October 2022

Peeter Peda and Eija Vinnari

Uncertainty, a state of unknowing linked to threats and opportunities, is a key characteristic of megaprojects, making it challenging for government officials and politicians to…

969

Abstract

Purpose

Uncertainty, a state of unknowing linked to threats and opportunities, is a key characteristic of megaprojects, making it challenging for government officials and politicians to decide on their initiation. For them, implementation by the private sector adds an extra layer of complexity and uncertainty to megaproject planning. In this context, only a few studies have focussed on governing and the mobilization of uncertainty arguments in communication between government actors and private developers either in favour of or against megaprojects. The purpose of this article is to shed light on how private megaproject proposals progress towards political acceptance or rejection in public decision-making.

Design/methodology/approach

This process of public decision-making on private megaproject proposals is examined in the case of the Helsinki–Tallinn undersea rail tunnel. In line with the interpretive research tradition, the authors’ study draws on a qualitative methodology underpinned by social constructionism. The research process can be characterized as abductive.

Findings

The authors’ findings suggest that while public decision-making on megaprojects is a conflictual and dynamic process, some types of uncertainty are relatively more important in affecting the perceived feasibility of the projects in the eyes of public sector decision-makers.

Originality/value

This study contributes to the debate on uncertainty management in megaprojects, proposing a new type of uncertainty – uncertainty about privateness – which has not been explicitly visible thus far.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 34 no. 6
Type: Research Article
ISSN: 1096-3367

Keywords

Access Restricted. View access options
Article
Publication date: 4 January 2019

Andreas G.M. Nachbagauer and Iris Schirl-Boeck

Risk management and uncertainty in megaprojects is a flourishing topic in project management, while the unexpected is still a neglected matter. The purpose of this paper is to…

1913

Abstract

Purpose

Risk management and uncertainty in megaprojects is a flourishing topic in project management, while the unexpected is still a neglected matter. The purpose of this paper is to offer conceptual clarifications of the unexpected based on second-order-cybernetics and systems theory. While transferring findings from organisation theory to project management, the article provides fresh insights into managing the unexpected in megaprojects.

Design/methodology/approach

Being grounded on constructionism and systems theory, the conceptual paper explores selected research approaches from organisation theory: research on high-reliability organising, organisational resilience and organisational improvising, on contributions to managing the unexpected in megaprojects. Using the framework of meaning i.e. the factual, social and temporal dimensions, challenges of handling the unexpected are analysed and (effects of) decision-making structures for such projects are defined.

Findings

This paper argues that classic project management, while neglecting the fundamental distinction between risk, uncertainty and the unexpected, sticks to a planning-and-controlling approach. But the unexpected cannot be planned; however, organisations and managers can prepare for the unexpected. This requests a balance between structure and self-organisation in planning, communication, hierarchy and organisational culture. Understanding the contradictions inherent in managing megaprojects allows for smart decision-making when riding the waves of resilience.

Originality/value

The study adds to the literature on complexity and uncertainty in project management by enhancing the view to include the unexpected. While rejecting the universal applicability of rationality-based risk and controlling conceptions, shifting to second-order cybernetics and integrating elements of resilient organising increases the understanding of handling the unexpected in megaprojects.

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

1 – 3 of 3
Per page
102050