دانلود رایگان مقاله لاتین توسعه کانال پاناما از سایت الزویر
عنوان فارسی مقاله:
شیوه های فرهنگی حکمزانی در مگاپروژه های توسعه کانال پاناما
عنوان انگلیسی مقاله:
Cultural practices of governance in the Panama Canal Expansion Megaproject
سال انتشار : 2015
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بخشی از مقاله انگلیسی:
2. Megaprojects as cultural phenomena Complex
megaprojects are distinguished from other projects by the interaction and interdependency of project elements, and by a high level of uncertainty, resulting from a lack of clarity and agreement over project goals and how they are to be achieved (Williams, 2002). These projects generally require complex integration of construction and technical, resource, and materials management, involving a long time frame and numerous interfaces between multiple contractors and third parties (Greiman, 2013: 14). Furthermore, megaprojects are politically sensitive (Bresnen et al., 2005; Hodgson and Cicmil, 2006) and have more network relationships than are found in traditional buyer–seller relationships (Miller and Hobbs, 2005). Contractually, these complex megaprojects are often defined in terms of a structural cooperation between principal and agent in order to deliver an agreed outcome (Koppenjan, 2005). This basic structure encourages actors to specify all the obligations of each party in advance, in preparation for possible future events (Ouchi, 1980; Sanderson, 2012). Such closed governance systems are based on behavioral and outcome control (Eisenhardt, 1989) in terms of budget, time, and scope (Söderlund, 2004) and central planning, knowledge management, and human resource development (Turner and Keegan, 2001). These pre-arranged contractual arrangements seek to address the many interests that are at stake (Müller, 2012) and include strict governance regimes (Miller and Hobbs, 2005), designed to ensure consistent and predictable delivery within the limitations set by the contract (Müller, 2012). However, they do not fully capture the complexity of the multiple, fragmented subcultures at work in megaprojects (Clegg et al., 2002; Van Marrewijk et al., 2008). Large-scale global projects are potentially conflict-ridden contexts for project partners because they involve many different stakeholders, geographically dispersed and with often conflicting interests,working across “institutional differences” between project partners – i.e., differences in regulations, political systems, and culture. (Scott et al., 2011). Project managers who come from diverse national and organizational cultures develop cultural practices to govern the agreed contracts (Clegg et al., 2002). Under such circumstances, project partners may be motivated to overcome differences and to establish firm informal relationships across institutional divides. Indeed, Orr and Scott (2008) show how project partners resolve differences by creating relational contracts. However, relational contracts are robust to volatility but not to ambiguity (Carson et al., 2006). Ambiguity causes project managers to differ in their perceptions of the same context and in their cultural practices (Carson et al., 2006). Therefore, explicit attention needs to be given to cultural practices in order for us to fully understand the complexity of governing during megaprojects.
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کلمات کلیدی:
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