Part II - Deviating from Plans
How Complexity and Uncertainty Affect Project Behavior
Published online by Cambridge University Press: 22 November 2025
Information
- Type
- Chapter
- Information
- Cambridge Handbook of Project Behavior , pp. 97 - 198Publisher: Cambridge University PressPrint publication year: 2025
References
References
Anderson, C., and Brown, C. E. (2010). The functions and dysfunctions of hierarchy. Research in Organizational Behavior, 30, 55–89.10.1016/j.riob.2010.08.002CrossRefGoogle Scholar
Anheier, H. K. (2016). Of hiding hands and other ways of coping with uncertainty: A commentary. Social Research: An International Quarterly, 83(4), 1005–1010.10.1353/sor.2016.0064CrossRefGoogle Scholar
Benbya, H., and McKelvey, B. (2006). Toward a complexity theory of information systems development. Information Technology & People, 19(1), 12–34.10.1108/09593840610649952CrossRefGoogle Scholar
Bendoly, E., and Swink, M. (2007). Moderating effects of information access on project management behavior, performance and perceptions. Journal of Operations Management, 25(3), 604–622.10.1016/j.jom.2006.02.009CrossRefGoogle Scholar
Bowker, G. C., and Star, S.L. (1999). Sorting things out: Classification and its consequences. MIT Press.CrossRefGoogle Scholar
Brough, A. R., and Chernev, A. (2012). When opposites detract: Categorical reasoning and subtractive valuations of product combinations. Journal of Consumer Research, 39(2), 399–414.10.1086/663773CrossRefGoogle Scholar
Bunderson, J. S., Van der Vegt, G. S., Cantimur, Y., and Rink, F. (2016). Different views of hierarchy and why they matter: Hierarchy as inequality or as cascading influence. Academy of Management Journal, 59(4), 1265–1289.10.5465/amj.2014.0601CrossRefGoogle Scholar
Cheng, J. L. C. (1984). Organizational coordination, uncertainty, and performance – an integrative study. Human Relations, 37(10), 829–851.10.1177/001872678403701004CrossRefGoogle Scholar
Chernev, A., and Gal, D. (2010). Categorization effects in value judgments: Averaging bias in evaluating combinations of vices and virtues. Journal of Marketing Research, 47(4), 738–747.10.1509/jmkr.47.4.738CrossRefGoogle Scholar
Christensen, M., and Knudsen, T. (2010). Design of decision-making organizations. Management Science, 56(1), 71–89.CrossRefGoogle Scholar
Cyert, R. M., and March, J. G. (1963). A behavioral theory of the firm. Prentice Hall.Google Scholar
Dilts, D. M. and Pence, K. R. (2006). Impact of role in the decision to fail: An exploratory study of terminated projects. Journal of Operations Management, 24, 378–396.10.1016/j.jom.2004.12.001CrossRefGoogle Scholar
Drach-Zahavy, A., and Somech, A. (1999). Constructive thinking: A complex coping variable that distinctively influences the effectiveness of specific difficult goals. Personality and Individual Differences, 27(5), 969–984.10.1016/S0191-8869(99)00041-0CrossRefGoogle Scholar
Engwall, M., and Westling, G. (2004). Peripety in an R&D drama: Capturing a turnaround in project dynamics. Organization Studies, 25(9), 1557–1578.10.1177/0170840604048000CrossRefGoogle Scholar
Ethiraj, S. K., and Levinthal, D. (2004a). Bounded rationality and the search for organizational architecture: An evolutionary perspective on the design of organizations and their evolvability. Administrative Science Quarterly, 49(3), 404–437.10.2307/4131441CrossRefGoogle Scholar
Ethiraj, S. K., and Levinthal, D. (2004b). Modularity and innovation in complex systems. Management Science, 50(2), 159–173.10.1287/mnsc.1030.0145CrossRefGoogle Scholar
Ewusi-Mensah, K., and Przasnyski, Z. H. (1991). On information systems project abandonment: An exploratory study of organizational practices. MIS Quarterly, 15(2), 67–80.10.2307/249437CrossRefGoogle Scholar
Fenton-O’Creevy, M., Soane, E., Nicholson, N., and Willman, P. (2011). Thinking, feeling and deciding: The influence of emotions on the decision making and performance of traders. Journal of Organizational Behavior, 32(8), 1044–1061.10.1002/job.720CrossRefGoogle Scholar
Flyvbjerg, B. (2021). Top-ten behavioral biases in project management: An overview. Project Management Journal, 52(6), 531–546.10.1177/87569728211049046CrossRefGoogle Scholar
Foss, N. J., and Weber, L. (2016). Moving opportunism to the back seat: Bounded rationality, costly conflict, and hierarchical forms. Academy of Management Journal, 41(1), 61–79.Google Scholar
Gaba, V., and Joseph, J. (2013). Corporate structure and performance feedback: Aspirations and adaptation in M-form firms. Organization Science, 24(4), 1102–1119.10.1287/orsc.1120.0788CrossRefGoogle Scholar
Gibson, C. B., Birkinshaw, J., McDaniel Sumpter, D. and Ambos, T. (2019). The hierarchical erosion effect: A new perspective on perceptual differences and business performance. Journal of Management Studies, 56(8), 1713–1747.10.1111/joms.12443CrossRefGoogle Scholar
Gigerenzer, G. (2003). Why does framing influence judgment? Journal of General Internal Medicine, 18, 960–961.10.1046/j.1525-1497.2003.30901.xCrossRefGoogle ScholarPubMed
Gregory, R. W., Beck, R. and Keil, M. (2013). Control balancing in information systems development offshoring projects. MIS Quarterly, 37(4), 1211–1232.10.25300/MISQ/2013/37.4.10CrossRefGoogle Scholar
Hoegl, M. (2005). Smaller teams – better teamwork: How to keep project teams small. Business Horizons, 48(3), 209–214.10.1016/j.bushor.2004.10.013CrossRefGoogle Scholar
Hoegl, M., Weinkauf, K., and Gemuenden, H. G. (2004). Interteam coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study. Organization Science, 15(1), 38–55.CrossRefGoogle Scholar
Holmgren, M., Andersson, H., and Sörqvist, P. (2018). Averaging bias in environmental impact estimates: Evidence from the negative footprint illusion. Journal of Environmental Psychology, 55, 48–52.10.1016/j.jenvp.2017.12.005CrossRefGoogle Scholar
Ika, L. A., Love, P. E. D., and Pinto, J. K. (2022). Moving beyond the planning fallacy: The emergence of a new principle of project behavior. IEEE Transactions on Engineering Management, 69(6), 3310–3325.10.1109/TEM.2020.3040526CrossRefGoogle Scholar
Ingvaldsen, J. A., and Rolfsen, M. (2012). Autonomous work groups and the challenge of inter-group coordination. Human Relations, 65(7), 861–881.10.1177/0018726712448203CrossRefGoogle Scholar
Jacobides, M. G. (2007). The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18(3), 455–477.10.1287/orsc.1070.0278CrossRefGoogle Scholar
Kappelman, L., McKeeman, R., and Zhang, L. (2006). Early warning signs of IT project failure: The dominant dozen. Information Systems Management, 23(4), 31–36.10.1201/1078.10580530/46352.23.4.20060901/95110.4CrossRefGoogle Scholar
Keil, M., and Mähring, M. (2010). Is your IT project turning into a black hole? California Management Review, 53(1), 6–31.10.1525/cmr.2010.53.1.6CrossRefGoogle Scholar
Keren, M., and Levhari, D. (1979). The optimum span of control in a pure hierarchy. Management Science, 25(11), 1162–1172.10.1287/mnsc.25.11.1162CrossRefGoogle Scholar
Keum, D. D., and See, K. E. (2017). The influence of hierarchy on idea generation and selection in the innovation process. Organization Science, 28(4), 653–669.10.1287/orsc.2017.1142CrossRefGoogle Scholar
Langley, A. (1999). Strategies for theorizing from process data. The Academy of Management Review, 24(4), 691–710.10.2307/259349CrossRefGoogle Scholar
Lindebaum, D.a, nd Fielden, S. L. (2011). ‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness. Human Relations, 64(3), 437–458.CrossRefGoogle Scholar
Macrae, C. N., and Bodenhausen, G. V. (2000). Social cognition: Thinking categorically about others. Annual Review of Psychology, 51, 93–120.10.1146/annurev.psych.51.1.93CrossRefGoogle ScholarPubMed
Mähring, M., and Keil, M. (2008). Information technology project escalation: A process model. Decision Sciences, 39(2), 239–272.10.1111/j.1540-5915.2008.00191.xCrossRefGoogle Scholar
Mihm, J., Loch, C. H., Wilkinson, D., and Huberman, B. A. (2010). Hierarchical structure and search in complex organizations. Management Science, 56(5), 831–848.10.1287/mnsc.1100.1148CrossRefGoogle Scholar
Miles, M. B., and Huberman, M. (1994). Qualitative data analysis: A sourcebook of new methods. 2nd ed. Sage.Google Scholar
Nelson, R. (2007). IT project management: Infamous failures, classic mistakes and best practices. MIS Quarterly Executive, 6(2), 67–78.Google Scholar
PRINCE2. (2023). Projects versus programmes. www.prince2.com/eur/blog/project-vs-programme.Google Scholar
Radner, R. (1992). Hierarchy: The economics of managing. Journal of Economic Literature, 30(3), 1382–1415.Google Scholar
Rhee, L., Ocasio, W., and Kim, T.-H. (2019). Performance feedback in hierarchical business groups: The cross-level effects of cognitive accessibility on R&D search behavior. Organization Science, 30(1), 51–69.10.1287/orsc.2018.1237CrossRefGoogle Scholar
Sadler-Smith, E., and Shefy, E. (2004). The intuitive executive: Understanding and applying ‘gut feel’ in decision-making. Academy of Management Executive, 18(4), 76–91.Google Scholar
Seo, M. G., and Barrett, L. F. (2007). Being emotional during decision making – good or bad? An empirical investigation. Academy of Management Journal, 50(4), 923–940.10.5465/amj.2007.26279217CrossRefGoogle ScholarPubMed
Simon, H. A. (1962). The architecture of complexity. Proceedings of the American Philosophical Society, 106(6), 467–482.Google Scholar
Sleesman, D. J., Conlon, D. E., McNamara, G., and Miles, J. E. (2012). Cleaning up the big muddy: A meta-analytic review of the determinants of escalation of commitment. Academy of Management Journal, 55(3), 541–562.10.5465/amj.2010.0696CrossRefGoogle Scholar
Smith, R. P., and Eppinger, S. D. (1997). Identifying controlling features of engineering design iteration. Management Science, 43(3), 276–293.10.1287/mnsc.43.3.276CrossRefGoogle Scholar
Sosa, M. E., Eppinger, S. D., and Rowles, C. (2004). The misalignment of product architecture and organizational structure in complex product development. Management Science, 50(12), 1674–1689.10.1287/mnsc.1040.0289CrossRefGoogle Scholar
Sterman, J. D. (2000). Business dynamics: Systems thinking and modeling for a complex world. Irwin McGraw-Hill.Google Scholar
Storbeck, J., and Clore, G. L. (2005). With sadness comes accuracy; with happiness, false memory: Mood and the false memory effect. Psychological Science, 16(10), 785–791.10.1111/j.1467-9280.2005.01615.xCrossRefGoogle ScholarPubMed
Thompson, M., and Wildavsky, A. (1986). A cultural theory of information bias in organizations. Journal of Management Studies, 23(3), 273–286.CrossRefGoogle Scholar
Tushman, M. L. (1978). Technical communication in R&D laboratories: The impact of project work characteristics. Academy of Management Journal, 21(4), 624–645.10.2307/255704CrossRefGoogle Scholar
Tushman, M. L., and Nadler, D. A. (1978). Information processing as an integrating concept in organizational design. Academy of Management Review, 3(3), 613–624.10.2307/257550CrossRefGoogle Scholar
Tversky, A., and Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, 185(4157), 1124–1131.10.1126/science.185.4157.1124CrossRefGoogle ScholarPubMed
Unterhitzenberger, C. (2021). Special issue on project behavior. Project Management Journal, 52(6), 527–530.10.1177/87569728211054716CrossRefGoogle Scholar
Van de Ven, A. (2007). Engaged scholarship: A guide for organizational and social research. Oxford University Press.10.1093/oso/9780199226290.001.0001CrossRefGoogle Scholar
Van Oorschot, K. E., Akkermans, H., Sengupta, K., and Van Wassenhove, L. N. (2013). Anatomy of a decision trap in complex new product development projects. Academy of Management Journal, 56(1), 285–307.10.5465/amj.2010.0742CrossRefGoogle Scholar
Visser, B. (2000). Organizational communication structure and performance. Journal of Economic Behavior and Organization, 42(2), 231–252.10.1016/S0167-2681(00)00087-1CrossRefGoogle Scholar
von Hippel, E. (1994). “Sticky information” and the locus of problem solving: Implications for innovation. Management Science, 40(4), 429–439.10.1287/mnsc.40.4.429CrossRefGoogle Scholar
Zhou, Y. M. (2013). Designing for complexity: Using divisions and hierarchy to manage complex tasks. Organization Science, 24(2), 339–355.10.1287/orsc.1120.0744CrossRefGoogle Scholar
References
APM. (2011). Directing change: A guide to governance of project management. Association for Project Management.Google Scholar
Ashworth, R., Boyne, G., and Delbridge, R. (2009). Escape from the iron cage? Organizational change and isomorphic pressures in the public sector. Journal of Public Administration Research and Theory, 19(1), 165–187. https://doi.org/10.1093/jopart/mum038.CrossRefGoogle Scholar
Britannica.com. (2022). Introvert and extrovert. www.britannica.com/science/introvert.Google Scholar
Carlisle, K., and Gruby, R. L. (2019). Polycentric systems of governance: A theoretical model for the commons. Policy Studies Journal, 47(4), 921–946. https://doi.org/10.1111/psj.12212.CrossRefGoogle Scholar
Elwell, F. (2022). The sociology of Max Weber. https://academic.udayton.edu/RichardGhere/POL
307/weber.htm.Google Scholar
Fiedler, J., and Wendler, A. (2016). Berlin Brandenburg Airport (pp. 1–206). In Kostka, G. and Fiedler, J. (eds.). Large infrastructure projects in Germany: Between ambition and realities. Springer International.Google Scholar
Geraldi, J., and Söderlund, J. (2018). Project studies: What it is, where it is going. International Journal of Project Management, 36(1), 55–70. https://doi.org/10.1016/j.ijproman.2017.06.004.CrossRefGoogle Scholar
Gil, N., and Pinto, J. K. (2018). Polycentric organizing and performance: A contingency model and evidence from megaproject planning in the UK. Research Policy, 47(4), 717–734. https://doi.org/10.1016/j.respol.2018.02.001.CrossRefGoogle Scholar
Guzman, S., and Hill, J. (2017). An analysis of Max Weber’s The Protestant Ethics and the Spirit of Capitalism. Macat International.Google Scholar
Hooghe, L., and Marks, G. (2001). Types of multi-level governance. European Integration Online Papers, 5(11), 9163–9170. https://doi.org/10.1039/c9sm90238d.Google Scholar
ISO. (2017). Project, programme and portfolio management: Guidance on governance. ISO Copyright Office.Google Scholar
Jessop, B. (2015). From governance to governance failure and from multi-level governance to multi-scalar meta-governance (pp. 625–646). In Bache, I. and Flinders, M. (eds.). Multi-level governance: Essential readings I. Edward Elgar.Google Scholar
Joslin, R, and Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management, 34(4), 613–626.10.1016/j.ijproman.2016.01.008CrossRefGoogle Scholar
Joslin, Robert, and Müller, R. (2015). Relationships between project methodology and success in different governance contexts. International Journal of Project Management, 33(6), 1377–1392.10.1016/j.ijproman.2015.03.005CrossRefGoogle Scholar
Miller, R., and Hobbs, B. (2005). Governance regimes for large projects. Project Management Journal, 36(3), 42–51.10.1177/875697280503600305CrossRefGoogle Scholar
Morris, P. W. G. (1994). The management of projects. Thomas Telford.10.1680/mop.16934CrossRefGoogle Scholar
Müller, R. (2017). Organizational project governance (pp. 11–24). In Müller, R. (ed.), Governance and governmentality for projects: Enablers, practice and consequences. Routledge.CrossRefGoogle Scholar
Müller, R., and Lecoeuvre, L. (2014). Operationalizing governance categories of projects. International Journal of Project Management, 32(8). https://doi.org/10.1016/j.ijproman.2014.04.005.CrossRefGoogle Scholar
Müller, R., Alix-Séguin, C., Alonderienė, R., Bourgault, M., Chmielauskas, A., Drouin, N., Ke, Y., Minelgaite, I., Pilkienė, M., Šimkonis, S. and Unterhitzenberger, C., 2024. Vaagaasar, A.L., and Zhu, F. A (meta) governance framework for multi-level governance of inter-organizational project networks. Production Planning & Control, 35(10), 1043–1062.10.1080/09537287.2022.2146018CrossRefGoogle Scholar
Müller, R, and Turner, J. R. (2007). The influence of project managers on project success criteria and project success by type of project. European Management Journal, 25(4), 289–309.CrossRefGoogle Scholar
OECD. (2001). Governance in the 21st Century. OECD. OECD. http://www.oecd.org/futures/17394484.pdf.Google Scholar
PMI. (2016). Governance of portfolios, programs, and projects: A practice guide. Project Management Institute, USA. www.pmi.org/~/media/PDF/learning/portfolio-program-project-governance-practice-guide.ashx.Google Scholar
Šimkonis, Š., Müller, R., Alonderienė, R., Chmieliauskas, A., and Pilkienė, M. (2021). Multi-level governance in inter-organizational project settings (pp. 1–20). In Proceedings of the British Academy of Management (BAM) Conference in the Cloud, October 31 to September 2, 2021, Lancaster University, UK.Google Scholar
Skelcher, C. (2005). Jurisdictional integrity, polycentrism and the design of democratic governance. Governance, 18(1), 89–111.10.1111/j.1468-0491.2004.00267.xCrossRefGoogle Scholar
Teworte, V., and Albeniz, V. M. (2015). Berlin Brandenburg International Airport. ES617P-1142-E, IESE.Google Scholar
Turner, J. R. (2022). Using principal–steward contracting and scenario planning to manage megaprojects. Project Management Journal, 53(1), 8–16. https://doi.org/10.1177/87569728211061836.CrossRefGoogle Scholar
Turner, J. R., and Müller, R. (2004). Communication and co-operation on projects between the project owner as principal and the project manager as agent. European Management Journal, 22(3). https://doi.org/10.1016/j.emj.2004.04.010.CrossRefGoogle Scholar
Unterhitzenberger, C. (2021). Special issue on project behavior. Project Management Journal, 52(6), 527–530. https://doi.org/10.1177/87569728211054716.CrossRefGoogle Scholar
Unterhitzenberger, C., Müller, R., Vaagaasar, A. L., Ke, Y., Alonderienė, R., Minelgaite, I., Pilkiene, M., Wang, L., Zhu, F., Drouin, N., Chmieliauskas, A., Simkonis, S., and Mongeon, M. (2022). A multi-level governance model for inter-organizational project networks. Project Management Journal, 54(1), 88–105.10.1177/87569728221131254CrossRefGoogle Scholar
Vitell, S. J., and Davis, D. L. (1990). Ethical beliefs of MIS professionals: The frequency and opportunity for unethical behavior. Journal of Business Ethics, 9(1), 63–70. https://doi.org/10.1007/BF00382565.CrossRefGoogle Scholar
Zhai, Z., Ahola, T., Le, Y., and Xie, J. (2017). Governmental gGovernance of megaprojects: The case of EXPO 2010 Shanghai. Project Management Journal, 48(1), 37–50. https://doi.org/10.1177/875697281704800103.CrossRefGoogle Scholar
References
Anttila, R. (2021). Strategiakytkentä sekä epävarmuuden hallinta suuryritysten innovaatioprojektisalkuissa (Strategic linkage and uncertainty management in the innovation project portfolios of large companies). Master’s thesis, Tampere University. https://urn.fi/URN:NBN:fi:tuni-202110287960.Google Scholar
Archer, N., and Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17(4), 207–216.10.1016/S0263-7863(98)00032-5CrossRefGoogle Scholar
Blichfeldt, B. S., and Eskerod, P. (2008). Project portfolio management: There’s more to it than what management enacts. International Journal of Project Management, 26(4), 357–365.10.1016/j.ijproman.2007.06.004CrossRefGoogle Scholar
Christiansen, J. K., and Varnes, C. (2008). From models to practice: Decision making at portfolio meetings. International Journal of Quality and Reliability Management, 25(1), 87–101.10.1108/02656710810843603CrossRefGoogle Scholar
Clegg, S., Killen, C. P., Biesenthal, C., and Shankaran, S. (2018). Practices, projects and portfolios: Current research trends and new directions. International Journal of Project Management, 36, 762–772.10.1016/j.ijproman.2018.03.008CrossRefGoogle Scholar
Cooper, R. G., Edgett, S. J., and Kleinschmidt, E. J. (1997). Portfolio management in new product development: Lessons from the leaders – I. Research Technology Management, 40(5), pp. 16–28.10.1080/08956308.1997.11671152CrossRefGoogle Scholar
Cooper, R., Edgett, S., and Kleinschmidt, E. (2001). Portfolio management for new products, 2nd ed. Basic Books.Google Scholar
De Meyer, A., Loch, C. H., and Pich, M. T. (2002). Managing project uncertainty: From variation to chaos. MIT Sloan Management Review, 43(2), 60–67.Google Scholar
Dye, L., and Pennypacker, J. (eds.) (1999). Project portfolio management. Selecting and prioritizing projects for competitive advantage. Center for Business Practices.Google Scholar
Elonen, S., and Artto, K. (2003). Problems in managing internal development projects in multi-project environments. International Journal of Project Management, 21(6), 395–402.10.1016/S0263-7863(02)00097-2CrossRefGoogle Scholar
Engwall, M. (2003). No project is an island: Linking projects to history and context. Research Policy, 32(5), 789–808.10.1016/S0048-7333(02)00088-4CrossRefGoogle Scholar
Globocnik, F., Häufler, B. P., and Salomo, S. (2022). Organizational antecedents to bootlegging and consequences for the newness of the innovation portfolio. Journal of Product Innovation Management, 39, 717–745.10.1111/jpim.12626CrossRefGoogle Scholar
Hoffmann, D., Ahlemann, F., and Reining, S. (2020). Reconciling alignment, efficiency, and agility in IT project portfolio management: Recommendations based on a revelatory case study. International Journal of Project Management, 38, 124–136.10.1016/j.ijproman.2020.01.004CrossRefGoogle Scholar
Ika, L. A., Love, P. E., and Pinto, J. K. (2020). Moving beyond the planning fallacy: The emergence of a new principle of project behavior. IEEE Transactions on Engineering Management, 67(2), 221–230.Google Scholar
Jerbrant, A., and Karrbom Gustavsson, T. (2013). Managing project portfolios: Balancing flexibility and structure by improvising. International Journal of Managing Projects in Business, 6(1), 152–172.10.1108/17538371311291071CrossRefGoogle Scholar
Kester, L., Griffin, A., Hultink, E. J., and Lauche, K. (2011). Exploring portfolio decision-making processes. Journal of Product Innovation Management, 28(5), 641–661.10.1111/j.1540-5885.2011.00832.xCrossRefGoogle Scholar
Kester, L., Hultink, E. J., and Lauche, K. (2009). Portfolio decision-making genres: A case study. Journal of Engineering and Technology Management, 26(4), 327–341.10.1016/j.jengtecman.2009.10.006CrossRefGoogle Scholar
Kester, L., Hultink, E. J., and Griffin, A. (2014). An empirical investigation of the antecedents and outcomes of NPD portfolio success. Journal of Product Innovation Management, 31(6), 1199–1213.10.1111/jpim.12183CrossRefGoogle Scholar
Kock, A., and Gemünden, H. G. (2016). Antecedents to decision-making quality and agility in innovation portfolio management. Journal of Product Innovation Management, 33(6), 670–686.10.1111/jpim.12336CrossRefGoogle Scholar
Kock, A., Heising, W., and Gemünden, H. G. (2016). A contingency approach on the impact of front-end success on project portfolio success. Project Management Journal, 47(2), 115–129.10.1002/pmj.21575CrossRefGoogle Scholar
Kopmann, J., Kock, A., Killen, C. P., and Gemünden, H. G. (2017). The role of project portfolio management in fostering both deliberate and emergent strategy. International Journal of Project Management, 35, 557–570.10.1016/j.ijproman.2017.02.011CrossRefGoogle Scholar
Korhonen, T., Laine, T., and Martinsuo, M., (2014). Management control of project portfolio uncertainty: A managerial role perspective. Project Management Journal, 45(1), 21–37.10.1002/pmj.21390CrossRefGoogle Scholar
Loch, C. (2000). Tailoring product development to strategy: Case of a European technology manufacturer. European Management Journal, 18(3), 246–258.10.1016/S0263-2373(00)00007-4CrossRefGoogle Scholar
Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794–803.10.1016/j.ijproman.2012.10.013CrossRefGoogle Scholar
Martinsuo, M., and Anttila, R. (2022). Practices of strategic alignment in and across innovation project portfolios. Paper presented at EURAM European Academy of Management Conference, June, 15–17, Winterthur, Switzerland.Google Scholar
Martinsuo, M., and Geraldi, J. (2020). The management of project portfolios: Relationships of project portfolios with their contexts. International Journal of Project Management, 38(7), 441–453.10.1016/j.ijproman.2020.02.002CrossRefGoogle Scholar
Martinsuo, M., Korhonen, T., and Laine, T. (2014). Identifying, framing and managing uncertainties in project portfolios. International Journal of Project Management, 32(5), 732–746.10.1016/j.ijproman.2014.01.014CrossRefGoogle Scholar
Martinsuo, M., and Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1), 56–65.10.1016/j.ijproman.2006.04.002CrossRefGoogle Scholar
Martinsuo, M., and Tuominen, S. (2021). Reconfiguring the innovation project portfolio: Responding to strategic uncertainties in a dynamic context. Paper presented at the 28th IPDMC Innovation and Product Development Management Conference, June 6–8, Milan, Italy.Google Scholar
Midler, C. (2013). Implementing a low-end disruption strategy through multiproject lineage management: the Logan case. Project Management Journal, 44(5), 24–35.10.1002/pmj.21367CrossRefGoogle Scholar
Petit, Y. (2012). Project portfolios in dynamic environments: Organizing for uncertainty. International Journal of Project Management, 30(5), 539–553.CrossRefGoogle Scholar
Petit, Y., and Hobbs, B. (2010). Project portfolios in dynamic environments: Sources of uncertainty and sensing mechanisms. Project Management Journal, 41(4), 46–58.10.1002/pmj.20201CrossRefGoogle Scholar
Pich, M. T., Loch, C. H., and De Meyer, A. (2002). On uncertainty, ambiguity, and complexity in project management. Management Science, 48(8), 1008–1023.10.1287/mnsc.48.8.1008.163CrossRefGoogle Scholar
Röth, T., Spieth, P., and Lange, D. (2019). Managerial political behavior in innovation portfolio management: A sensegiving and sensebreaking process. Journal of Product Innovation Management, 36(5), 534–559.10.1111/jpim.12501CrossRefGoogle Scholar
Stettina, C. J., and Hörz, J. (2015). Agile portfolio management: An empirical perspective on the practice in use. International Journal of Project Management, 33, 140–152.10.1016/j.ijproman.2014.03.008CrossRefGoogle Scholar
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350.10.1002/smj.640CrossRefGoogle Scholar
Teller, J., and Kock, A. (2013). An empirical investigation on how portfolio risk management influences project portfolio success. International Journal of Project Management, 31, 817–829.10.1016/j.ijproman.2012.11.012CrossRefGoogle Scholar
Teller, J., Kock, A., and Gemünden, H. G. (2014). Risk management in project portfolios is more than managing project risks: A contingency perspective on risk management. Project Management Journal, 45(4), 67–80.10.1002/pmj.21431CrossRefGoogle Scholar
Teller, J., Unger, B. N., Kock, A., and Gemünden, H. G. (2012). Formalization of project portfolio management: The moderating role of project portfolio complexity. International Journal of Project Management, 30(5), 596–607.10.1016/j.ijproman.2012.01.020CrossRefGoogle Scholar
Tuominen, S. (2020). Continuous reconfiguration: Managing innovation project portfolio uncertainty. Master’s thesis, Tampere University. https://urn.fi/URN:NBN:fi:tuni-202012118764.Google Scholar
Unterhitzenberger, C. (2021). Editorial. Special issue on project behavior. Project Management Journal, 52(6), 527–530.10.1177/87569728211054716CrossRefGoogle Scholar
Vedel, J. B., and Geraldi, J. (2020). A ‘stranger’ in the making of strategy: A process perspective of project portfolio management in a pharmaceutical firm. International Journal of Project Management, 38, 454–463.10.1016/j.ijproman.2020.03.003CrossRefGoogle Scholar
Voss, M., and Kock, A. (2013). Impact of relationship value on project portfolio success: Investigating the moderating effects of portfolio characteristics and external turbulence. International Journal of Project Management, 31(6), 847–861.10.1016/j.ijproman.2012.11.005CrossRefGoogle Scholar
Ward, S., and Chapman, C. (2003). Transforming project risk management into project uncertainty management. International Journal of Project Management, 21(2), 97–105.10.1016/S0263-7863(01)00080-1CrossRefGoogle Scholar
References
Aaltonen, K., and Kujala, J. (2010). A project lifecycle perspective on stakeholder influence strategies in global projects. Scandinavian Journal of Management, 26, 381–397.10.1016/j.scaman.2010.09.001CrossRefGoogle Scholar
Aaltonen, K., Kujala, J., and Oijala, T. (2008). Stakeholder salience in global projects. International Journal of Project Management, 26, 509–516.10.1016/j.ijproman.2008.05.004CrossRefGoogle Scholar
Aguilar-Soto, J. A. S. (2018). Sustainability in project management: A review of the literature and a proposed framework. Journal of Cleaner Production, 216, 658–678.Google Scholar
Andersen, E. S., Grude, K. V., and Haug, T. (2004). Goal directed project management. Kogan Page.Google Scholar
Bondy, K., and Charles, A. (2018). Mitigating stakeholder marginalisation with the relational self. Journal of Business Ethics, 1–16.Google Scholar
Bourne, L., and Walker, D. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5/6), 649–660.10.1108/00251740510597680CrossRefGoogle Scholar
Brady, T., and Davies, A. (2009). They think it’s all over, it is now: Heathrow terminal 5. The Proceedings of EURAM 2009, The 9th Conference of The European Management Review, UK, May. University of Liverpool, Liverpool, UK.Google Scholar
Brady, T., and Davies, A. (2010a). From hero to hubris: Reconsidering the project management of Heathrow’s Terminal 5. International Journal of Project Management, 28(2), 151–157.10.1016/j.ijproman.2009.11.011CrossRefGoogle Scholar
Brady, T., and Davies, A. (2010b). Learning to deliver a mega-project: The case of Heathrow Terminal 5 (pp. 190–212). In Caldwell, N. and Howard, M. (eds.). Procuring complex performance: Studies of innovation in product-service management. Routledge.Google Scholar
Brady, T., and Maylor, H. (2010). The improvement paradox in project contexts: A clue to the way forward? International Journal of Project Management, 28(8), 787–795.10.1016/j.ijproman.2010.08.001CrossRefGoogle Scholar
Clarke, T. (2004). Theories of corporate governance. The Philosophical Foundations of Corporate Governance, Oxon, 12(4), 244–266.Google Scholar
Clarkson, M. (1995). Stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92–117.10.2307/258888CrossRefGoogle Scholar
Dalcher, D. (2012). The nature of project management, International Journal of Managing Projects in Business, 5(4), 643–660.10.1108/17538371211268960CrossRefGoogle Scholar
Davidoff, M., and Bowman, J. R. (1996). Not in my backyard: A review of the literature and suggestions for future research. Journal of Planning Literature, 11, 3–24.Google Scholar
Davis, K. (2016). Reconciling views of project success: A multiple stakeholder model. Doctoral Thesis. Kingston University London.Google Scholar
Derekhshan, R., Mancini, M., and Turner, J. R. (2019). Community’s evaluation of organizational legitimacy: Formation and reconsideration. International Journal of Project Management, 1, 73–86.10.1016/j.ijproman.2018.10.004CrossRefGoogle Scholar
Di Maddaloni, F., and Davis, K. (2017). The influence of local community stakeholders in megaprojects: Rethinking their inclusiveness to improve project performance. International Journal of Project Management, 35(8), 1537–1556.10.1016/j.ijproman.2017.08.011CrossRefGoogle Scholar
Di Maddaloni, F., and Davis, K. (2018) Project manager’s perception of the local communities’ stakeholder in megaprojects. An empirical investigation in the UK. International Journal of Project Management, 36(3), 542–565.10.1016/j.ijproman.2017.11.003CrossRefGoogle Scholar
Di Maddaloni, F., and Sabini, L. (2022) Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects? International Journal of Project Management, 40(7), 778–797.10.1016/j.ijproman.2022.08.007CrossRefGoogle Scholar
Di Maddaloni, F., and Derakhshan, R. (2023) Stakeholders' perception of organization: an attribution and fairness perspective. International Journal of Managing Projects in Business, 17(1), 27–49.10.1108/IJMPB-08-2023-0178CrossRefGoogle Scholar
Aaltonen, K., Derakhshan, R., Di Maddaloni, F. and Turner, R. (2024) Stakeholder engagement: Theoretical and methodological directions for project scholarship International Journal of Project Management, 42(7), 102649.10.1016/j.ijproman.2024.102649CrossRefGoogle Scholar
Di Maddaloni, F., Meira, L. H., de Andrade, M. O., de Melo, I. R., Castro, A., and Locatelli, G. (2025) The dark legacy of megaprojects: A case of local disengagement, missed opportunities, and social value dissipation. International Journal of Project Management, 43(1), 102676.10.1016/j.ijproman.2025.102676CrossRefGoogle Scholar
Derry, R. (2012). Reclaiming marginalized stakeholders. Journal of Business Ethics, 111(2), 253–264.10.1007/s10551-012-1205-xCrossRefGoogle Scholar
Dooms, M., Verbeke, A., and Haezendonck, E. (2013). Stakeholder management and path dependence in large-scale transport infrastructure development: The port of Antwep case (1960–2010). Journal of Transport Geography, 27, 14–25.10.1016/j.jtrangeo.2012.06.002CrossRefGoogle Scholar
Eesley, C., and Lenox, M. J. (2006). Firm responses to secondary stakeholder action. Strategic Management Journal, Strategic Management, 27, 765–781.10.1002/smj.536CrossRefGoogle Scholar
Eskerod, P., and Huemann, M. (2013). Sustainable development and project stakeholder management: What standards say. International Journal of Managing Projects in Business, 6(1), 36–50.10.1108/17538371311291017CrossRefGoogle Scholar
Eskerod, P., Huemann, M., and Ringhofer, C. (2015). Stakeholder inclusiveness: Enriching project management with general stakeholder theory. Project Management Journal, 46(6), 42–53.10.1002/pmj.21546CrossRefGoogle Scholar
Eskerod, P., and Larsen, T. (2018). Advancing project stakeholder analysis by the concept “shadow of the context.” International Journal of Project Management, 36, 161–169.10.1016/j.ijproman.2017.05.003CrossRefGoogle Scholar
Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business Ethics Quarterly, 409–421.10.2307/3857340CrossRefGoogle Scholar
Freeman, R. E., Harrison, J. S., and Wicks, A. C. (2007). Managing for stakeholders: Survival, reputation, and success. Yale University Press.Google Scholar
Fridjonsson, G., and Palsson, E. (2018). Green project management: Achieving sustainable business goals. Taylor and Francis.Google Scholar
Friedman, A. L., and Miles, S. (2002). Developing stakeholder theory. Journal of Management Studies, 39(1), 1–21.10.1111/1467-6486.00280CrossRefGoogle Scholar
Frooman, J., (1999). Stakeholder influence strategies. Academy of Management Review, 24(2), 191–205.10.2307/259074CrossRefGoogle Scholar
Giammalvo, P. D. (2010). Green project management: A practical guide to sustainable business success. J. Ross.Google Scholar
Gil, N. A., and Fu, Y. (2022). Megaproject performance, value creation, and value distribution: An organizational governance perspective. Academy of Management Discoveries, 8(2), 224–251.10.5465/amd.2020.0029CrossRefGoogle Scholar
Gold, J. R. (1991). The not-in-my-backyard syndrome: A review of the literature and its implications for planning. Journal of Planning Literature, 6, 18–30.Google Scholar
Hart, S. L., and Sharma, S. (2004). Engaging fringe stakeholders for competitive imagination. Academy of Management Executive, 18(1), 7–18.Google Scholar
Ika, L. A., Love, P. E., Pinto, J. K. (2022). Moving beyond the planning fallacy: The emergence of a new principle of project behavior. IEEE Transactions on Engineering Management, 67(2), 221–230.Google Scholar
Jensen, T., and Sandström, J. (2013). In defence of stakeholder pragmatism. Journal of Business Ethics, 114(2), 225–237.10.1007/s10551-012-1338-yCrossRefGoogle Scholar
Johnson, G., Scholes, K., and Whittington, R. (2005). Exploring corporate strategy: Text and cases, 6th ed. Prentice Hall.Google Scholar
Klein, P. G., Mahoney, J. T., McGahan, A. M., and Pitelis, C. N. (2019). Organizational governance adaptation: Who is in, who is out, and who gets what. Academy of Management Review, 44(1), 6–27.10.5465/amr.2014.0459CrossRefGoogle Scholar
Lehtinen, J., and Aaltonen, K. (2017). Organizing external stakeholder engagement in inter-organizational projects: Opening the black box. Journal of Business & Technical Communication, 31, 1–31.Google Scholar
Li, T. H. Y., Ng, S. T., Skitmore, M. (2012). Public participation in infrastructure and construction projects in China: From an EIA-based to a whole-cycle process. Habitat International, 36, 47–56.10.1016/j.habitatint.2011.05.006CrossRefGoogle Scholar
McElroy, B., and Mills, C. (2000). Managing stakeholders (pp. 757–775). In Turner, R. (ed.). People in project management. Gower.Google Scholar
McGahan, A. M. (2021). Integrating insights from the resource-based view of the firm into the new stakeholder theory. Journal of management, 47(7), 1734–1756.10.1177/0149206320987282CrossRefGoogle Scholar
McLeod, R., Kruger, P., and Howells, J. (2012). Project management for construction. Pearson Higher Education.Google Scholar
McVea, J. F., and Freeman, R. E. (2005). A names-and-faces approach to stakeholder management: How focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together. Journal of Management Enquiry, 14(1), 57–69.Google Scholar
Miles, S. (2017). Stakeholder theory classification: A theoretical and empirical evaluation of definitions. Journal of Business Ethics, 142(3), 437–459.10.1007/s10551-015-2741-yCrossRefGoogle Scholar
Mitchell, R. K., Agle, B. R., and Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886.10.2307/259247CrossRefGoogle Scholar
Morris, P. W. G., and Hough, G. H. (1987). The anatomy of major projects: A study of the reality of project management. John Wiley & Sons.Google Scholar
Morris, P. W. G., Pinto, J. K., and Söderlund, J. (2011). The Oxford handbook of project management. Oxford Handbooks Online.10.1093/oxfordhb/9780199563142.001.0001CrossRefGoogle Scholar
Nguyen, T. H. D., Chileshe, N., Rameezdeen, R., and Wood, A. (2019). External stakeholder strategic actions in projects: A multi-case study. International Journal of Project Management, 37(1), 176–191.10.1016/j.ijproman.2018.12.001CrossRefGoogle Scholar
Nieto-Rodriguez, A. (2021). The project economy has arrived. Spotlight series / Better project management. Harvard Business Review. https://hbr.org/2021/11/the-project-economy-has-arrived?utm_medium=email&utm_source=newsletter_perissue&utm_campaign=bestofissue_activesubs_notdigital&deliveryName=DM156050.Google Scholar
Olander, S., and Landin, A. (2008). A comparative study of factors affecting the external stakeholder management process. Construction Management and Economics, 26, 553–561.10.1080/01446190701821810CrossRefGoogle Scholar
Olander, S. (2007). Stakeholder impact analysis in construction project management. Construction Management and Economics, 25, 277–287.10.1080/01446190600879125CrossRefGoogle Scholar
Pajunen, K. (2006). Stakeholder influences in organizational survival. Journal of Management Studies, 43(6), 1261–1288.10.1111/j.1467-6486.2006.00624.xCrossRefGoogle Scholar
Parker, G. A. (2016). Project management for environmental, construction, and manufacturing engineers. John Wiley & Sons.Google Scholar
Phillips, R., Freeman, R. E., and Wicks, A. C. (2003). What stakeholder theory is not. Business Ethics Quarterly, 13(4), 479–502.10.5840/beq200313434CrossRefGoogle Scholar
Pinto, J. K., and Winch, G. (2016). The unsettling of “settled science.” The past and future of the management of projects. International Journal of Project Management, 34, 237–245.10.1016/j.ijproman.2015.07.011CrossRefGoogle Scholar
Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22(4), 887–910.10.2307/259248CrossRefGoogle Scholar
Salancik, G. R., and Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 224–253.10.2307/2392563CrossRefGoogle Scholar
Scherer, A. G., and Palazzo, G. (2007). Toward a political conception of corporate responsibility: Business and society seen from a political perspective. Journal of Management Studies, 32(4), 1096–1120.Google Scholar
Smith, R. K. T. (1993). The not-in-my-backyard syndrome and the theory of externalities. Environmental Values, 2, 113–134.Google Scholar
Teo, M., and Loosemore, M. (2017). Understanding community protest from a project management perspective: A relationship-based approach. International Journal of Project Management, 35(8),1444–1458.10.1016/j.ijproman.2017.08.004CrossRefGoogle Scholar
Thorpe, D., and Holt, G. D. (2005). The relationship between project management and benefits management. International Journal of Project Management, 23(6), 455–461.Google Scholar
Turner, J. R., and Zolin, R. (2012). Forecasting success on large projects: Developing reliable scales to predict multiple perspectives by multiple stakeholders over multiple time frames. Project Management Journal, 43(5), 87–99.10.1002/pmj.21289CrossRefGoogle Scholar
Unterhitzenberger, C. (2021). Special issue on project behavior. Project Management Journal, 52(6), 527–530.10.1177/87569728211054716CrossRefGoogle Scholar
van den Ende, L., and van Marrewijk, A. (2018). Teargas, taboo and transformation: A neo-institutional study of community resistance and the struggle to legitimize subway projects in Amsterdam 1960–2018. International Journal of Project Management, 37(2), 331–346.10.1016/j.ijproman.2018.07.003CrossRefGoogle Scholar
Viswanath, C., and Narasimhan, R. (2009). Green project management: A framework and a case study. Journal of Cleaner Production, 17, 1381–1390.Google Scholar
von Neumann, J., and Morgenstern, O. (1944). Theory of games and economic behavior. Princeton University Press.Google Scholar
Wateridge, J. (1998). How can IS/IT projects be measured for success? International Journal of Project Management, 16(1), 59–63.10.1016/S0263-7863(97)00022-7CrossRefGoogle Scholar
Yang, L., Huang, C., and Wu, K. (2011). The association among project manager’s leadership style, teamwork and project success. International Journal of Project Management, 29(3), 258–267.10.1016/j.ijproman.2010.03.006CrossRefGoogle Scholar
References
Adami, V. S., and Verschoore, J. R. (2018). Implications of network relations for the governance of complex projects. Project Management Journal, 49(2), 71–88.10.1177/875697281804900205CrossRefGoogle Scholar
Ahola, T., Ruuska, I., Artto, K., and Kujala, J. (2014). What is project governance and what are its origins? International Journal of Project Management, 32(8), 1321–1332.10.1016/j.ijproman.2013.09.005CrossRefGoogle Scholar
Akrich, M., Callon, M., and Latour, B. (2006). Sociologie de la traduction: Textes fondateurs. École des mines de Paris.10.4000/books.pressesmines.1181CrossRefGoogle Scholar
Aubry, M. (2011). The social reality of organisational project management at the interface between networks and hierarchy. International Journal of Managing Projects in Business, 4(3), 436–456.10.1108/17538371111144166CrossRefGoogle Scholar
Aubry, M., Richer, M. C., and Lavoie-Tremblay, M. (2014). Governance performance in complex environment: The case of a major transformation in a university hospital. International Journal of Project Management, 32(8), 1333–1345.10.1016/j.ijproman.2013.07.008CrossRefGoogle Scholar
Ben Abdallah, S., El–Boukri, S., Floricel, S., Hudon, P.–A., Brunet, M., Petit, M.–C., Aubry, M. (2022). A process-oriented framework to measure development performance and success of megaprojects. International Journal of Project Management, 40(6), 685–702.10.1016/j.ijproman.2022.06.005CrossRefGoogle Scholar
Biesenthal, C., and Wilden, R. (2014). Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), 1291–1308.10.1016/j.ijproman.2014.06.005CrossRefGoogle Scholar
Blackburn, S. (2002). The project manager and the project-network. International Journal of Project Management, 20(3), 199–204.10.1016/S0263-7863(01)00069-2CrossRefGoogle Scholar
Bröchner, J. (2022). Project tragedies. International Journal of Project Management, 40(5), 467–470.10.1016/j.ijproman.2022.04.001CrossRefGoogle Scholar
Brunet, M., and Aubry, M. (2016). The three dimensions of a governance framework for major public projects. International Journal of Project Management, 34(8), 1596–1607.10.1016/j.ijproman.2016.09.004CrossRefGoogle Scholar
Brunet, M., and Aubry, M. (2018). The governance of major public infrastructure projects: The process of translation. International Journal of Managing Projects in Business, 11(1), 80–103.10.1108/IJMPB-08-2017-0095CrossRefGoogle Scholar
Brunet, M., and Cohendet, P. (2021). Transforming construction: Heterarchical megaproject ecologies and the management of innovation. Construction Management and Economics, 1–14.Google Scholar
Burga, R., and Rezania, D. (2017). Project accountability: An exploratory case study using actor–network theory. International Journal of Project Management, 35(6), 1024–1036.10.1016/j.ijproman.2017.05.001CrossRefGoogle Scholar
Clegg, S. (2019). Governmentality. Project Management Journal, 50(3), 266–270.10.1177/8756972819841260CrossRefGoogle Scholar
Clegg, S. R., Tyrone, P., Marosszeky, M., and Rura-Polley, T. (2006). Making the future perfect: Constructing the Olympic dream (pp. 265–293). In Hodgson, D. and Cicmil, S. (eds.). Making projects critical. Palgrave.10.1007/978-0-230-20929-9_14CrossRefGoogle Scholar
Czarniawska, B. (2006). Book review: Bruno Latour: Reassembling the social: An introduction to actor-network theory
. Organization Studies, 27(10), 1553–1557.10.1177/0170840606071164CrossRefGoogle Scholar
DeFillippi, R., and Sydow, J. (2016). Project networks: Governance choices and paradoxical tensions. Project Management Journal, 47(5), 6–17.10.1177/875697281604700502CrossRefGoogle Scholar
Di Maddaloni, F., and Derakhshan, R. (2022). Towards a conceptual framework for unfolding stakeholder’s perceptions.” Presented at the European Academy of Management, June, Winterthur.Google Scholar
Ezzamel, M., and Reed, M. (2008). Governance: A code of multiple colours. Human Relations, 61(5), 597–615.10.1177/0018726708092316CrossRefGoogle Scholar
Floricel, S., Piperca, S., and Banik, M. (2011). Increasing project flexibility: The response capacity of complex projects. Project Management Institute.Google Scholar
Gil, N., and Fu, Y. (2022). Megaproject performance, value creation, and value distribution: An organizational governance perspective. Academy of Management Discoveries, 8(2), 224–251.10.5465/amd.2020.0029CrossRefGoogle Scholar
Gil, N., and Pinto, J. K. (2018). Polycentric organizing and performance: A contingency model and evidence from megaproject planning in the UK. Research Policy, 47, 717–734.10.1016/j.respol.2018.02.001CrossRefGoogle Scholar
Grabher, G. (2004). Learning in projects, remembering in networks? Communality, sociality, and connectivity in project ecologies. European Urban and Regional Studies, 11(2), 103–123.10.1177/0969776404041417CrossRefGoogle Scholar
Gubert, L. (2007). Book review: Reassembling the social: An introduction to actor-network-theory. By Bruno Latour. Critical Sociology, 33(3), 603–607.10.1163/156916307X189086CrossRefGoogle Scholar
Ika, L. A., and Pinto, J. K. (2022). The “re-meaning” of project success: Updating and recalibrating for a modern project management. International Journal of Project Management, 40(7), 835–848.10.1016/j.ijproman.2022.08.001CrossRefGoogle Scholar
Jones, C., Hesterly, W. S., and Borgatti, S. P. (1997). A general theory of network governance: Exchange conditions and social mechanisms. Academy of Management Review, 22, 911–945.10.2307/259249CrossRefGoogle Scholar
Latour, B. (2005). Reassembling the social: An introduction to actor-network theory. Oxford University Press.10.1093/oso/9780199256044.001.0001CrossRefGoogle Scholar
Li, Y., Lu, Y., Ma, L., and Kwak, Y. H. (2018). Evolutionary governance for mega-event projects (Meps): A case study of the World Expo 2010 in China. Project Management Journal, 49(1), 57–78.10.1177/875697281804900105CrossRefGoogle Scholar
Love, P. E. D., Ika, L. A., Matthews, J., and Fang, W. (2021). Large-scale transport infrastructure project performance: Generating a narrative of context and meaning. IEEE Transactions on Engineering Management, 70(10), 3637–3652.10.1109/TEM.2021.3094511CrossRefGoogle Scholar
Manning, S. (2017). The rise of project network organizations: Building core teams and flexible partner pools for interorganizational projects. Research Policy, 46(8), 1399–1415.10.1016/j.respol.2017.06.005CrossRefGoogle Scholar
Martinsuo, M., and Ahola, T. (2022). Multi-project management in inter-organizational contexts. International Journal of Project Management, 40(7), 813–826.10.1016/j.ijproman.2022.09.003CrossRefGoogle Scholar
McGrath, S. K., and Whitty, S. J. (2015). Redefining governance: From confusion to certainty and clarity. International Journal of Managing Projects in Business, 8(4), 755–787.10.1108/IJMPB-10-2014-0071CrossRefGoogle Scholar
Miller, R., and Hobbs, B. (2005). Governance regimes for large complex projects. Project Management Journal, 36(3), 42–50.10.1177/875697280503600305CrossRefGoogle Scholar
Miller, R., and Lessard, D. (2000). The strategic management of large engineering projects: Shaping institutions, risks, and governance. MIT Press.Google Scholar
Missonier, S., and Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology. International Journal of Project Management, 32(7), 1108–1122.10.1016/j.ijproman.2014.02.010CrossRefGoogle Scholar
Müller, R. (2016). Organizational project governance (pp. 11–24). In Müller, R. (ed.). Governance and governmentality for projects: Enablers, practice and consequences. Routledge.10.4324/9781315683294CrossRefGoogle Scholar
Müller, R., Drouin, N., and Sankaran, S. (2019). Modeling organizational project management. Project Management Journal, 50(4), 499–513.10.1177/8756972819847876CrossRefGoogle Scholar
Müller, R., and Lecoeuvre, L. (2014). Operationalizing governance categories of projects. International Journal of Project Management, 32(8), 1346–1357.10.1016/j.ijproman.2014.04.005CrossRefGoogle Scholar
Müller, R., Martinsuo, M., and Blomquist, T. (2008). Project portfolio control and portfolio management performance in different contexts. Project Management Journal, 39(3), 28–42.10.1002/pmj.20053CrossRefGoogle Scholar
Müller, R., Pemsel, S., and Shao, J. (2015). Organizational enablers for project governance and governmentality in project-based organizations. International Journal of Project Management, 33(4), 839–851.10.1016/j.ijproman.2014.07.008CrossRefGoogle Scholar
Musawir, A. u., Abd-Karim, S. B., and Mohd-Danuri, M. S. (2020). Project governance and its role in enabling organizational strategy implementation: A systematic literature review. International Journal of Project Management, 38(1), 1–16.10.1016/j.ijproman.2019.09.007CrossRefGoogle Scholar
Pitsis, T. S., Sankaran, S., Gudergan, S., and Clegg, S. R. (2014). Governing projects under complexity: Theory and practice in project management. International Journal of Project Management, 32(8), 1285–1290.10.1016/j.ijproman.2014.09.001CrossRefGoogle Scholar
Pollack, J., and Clegg, S. (2023). Uncovering the role of non-human actors in projects (pp. 117–126). In Winch, G. M., Brunet, M., and Cao, D. (eds.). Research handbook on complex project organizing. Edward Elgar.10.4337/9781800880283.00022CrossRefGoogle Scholar
Pollack, J., et al. (2013). Applying actor–network theory as a sensemaking framework for complex organisational change programs. International Journal of Project Management, 31(8), 1118–1128.10.1016/j.ijproman.2012.12.007CrossRefGoogle Scholar
Porsander, L. (2000). Translating a dream of immortality in a (con)temporary order. Journal of Organizational Change Management, 13(1), 14–29.10.1108/09534810010310212CrossRefGoogle Scholar
Rouleau, L. (2007). Théories des organisations: Approches classiques, contemporaines et de l’avant-garde. Presses de l’Université du Québec.Google Scholar
Ruuska, I., Ahola, T., Artto, K., Locatelli, G., and Mancini, M. (2011). A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects. International Journal of Project Management, 29(6), 647–660.10.1016/j.ijproman.2010.10.001CrossRefGoogle Scholar
Sirisomboonsuk, P., Gu, V. C., Cao, R. Q., and Burns, J. R. (2018). Relationships between project governance and information technology governance and their impact on project performance. International Journal of Project Management, 36(2), 287–300.10.1016/j.ijproman.2017.10.003CrossRefGoogle Scholar
Söderlund, J. (2011). Pluralism in project management: Navigating the crossroads of specialization and fragmentation. International Journal of Management Reviews, 13(2), 153–176.10.1111/j.1468-2370.2010.00290.xCrossRefGoogle Scholar
Song, J., Song, L., Liu, H., Feng, Z., and Müller, R. (2022). Rethinking project governance: Incorporating contextual and practice-based views. International Journal of Project Management, 40(4), 332–346.10.1016/j.ijproman.2022.04.004CrossRefGoogle Scholar
Tryggestad, K., Justesen, L., and Mouritsen, J. (2013). Project temporalities: How frogs can become stakeholders. International Journal of Managing Projects in Business, 6(1), 69–87.10.1108/17538371311291035CrossRefGoogle Scholar
Unterhitzenberger, C., and Moeller, D. (2021). Fair project governance: An organisational justice approach to project governance. International Journal of Project Management, 39(6), 683–696.10.1016/j.ijproman.2021.06.003CrossRefGoogle Scholar
Vaagaasar, A. L., Hernes, T., and Dille, T. (2020). The challenges of implementing temporal shifts in temporary organizations: Implications of a situated temporal view. Project Management Journal, 51(4), 420–428.10.1177/8756972820931276CrossRefGoogle Scholar
Volden, G. H., and Andersen, B. (2018). The hierarchy of public project governance frameworks: An empirical study of principles and practices in Norwegian ministries and agencies. International Journal of Managing Projects in Business, 11(1), 174–197.10.1108/IJMPB-04-2017-0040CrossRefGoogle Scholar
Voordijk, H. (2021) Technical mediation and digital technologies in construction practice. Architectural Engineering and Design Management, 19(2) 1–15.Google Scholar
Vukomanović, M., Cerić, A., Brunet, M., Locatelli, G., and Davies, A. (2021). Editorial: Trust and governance in megaprojects. International Journal of Project Management, 39(4), 321–324.10.1016/j.ijproman.2021.04.004CrossRefGoogle Scholar
Williams, T., Klakegg, O. J., Magnussen, O. M., and Glasspool, H. (2010). An Investigation of governance frameworks for public projects in Norway and the UK. International Journal of Project Management, 28(1), 40–50.10.1016/j.ijproman.2009.04.001CrossRefGoogle Scholar
Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications. The Free Press.Google Scholar
Winch, G. M. (2014). Three domains of project organising. International Journal of Project Management, 32, 721–731.10.1016/j.ijproman.2013.10.012CrossRefGoogle Scholar
Winch, G. M., Brunet, M., Cao, D. (eds.). (2023). Research handbook on complex project organizing. Edward Elgar.10.4337/9781800880283CrossRefGoogle Scholar
Zwikael, O., and Smyrk, J. (2015). Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), 852–862.10.1016/j.ijproman.2014.10.012CrossRefGoogle Scholar
References
Andrews, M. (2018). Public policy failure: “How often?” and “What is failure, anyway?” (CID Working Paper No. 344). Harvard University, Center for International Development (CID).Google Scholar
Baccarini, D. (1996). The concept of project complexity – a review. International Journal of Project Management, 14(4), 201–204. DOI:10.1016/0263-7863(95)00093-3.CrossRefGoogle Scholar
Bakhshi, J., Ireland, V., and Gorod, A. (2016). Clarifying the project complexity construct: Past, present and future. International Journal of Project Management, 34(7), 1199–1213. DOI:10.1016/j.ijproman.2016.06.002.CrossRefGoogle Scholar
Brierley, S., Lowande, K., Potter, R. A., and Toral, G. (2023). Bureaucratic politics: Blind spots and opportunities in political science. Annual Review of Political Science, 26, 271–290. https://doi.org/10.1146/annurev-polisci-061621-084933.CrossRefGoogle Scholar
BDZ. (2015). Terrorismusfinanzierung: Schäuble stärkt den Zoll. Stellungnahme zur Verkündung der Kompetenzübertragung der FIU durch Schäuble. Deutsche Zoll- und Finanzgewerkschaft. December 4. www.bdz.eu/medien/nachrichten/detail/news/terrorismusfinanzierung-schaeuble-staerkt-den-zoll.html.Google Scholar
BMF. (2022). Voller Einsatz gegen Finanzkriminalität. Bundesministerium der Finanzen. August 23. www.bundesfinanzministerium.de/Content/DE/Downloads/Internationales-Finanzmarkt/Geldwaesche/eckpunkte-schlagkraeftigere-bekaempfung-von-finanzkriminalitaet.pdf?__blob=publicationFile&v=8.Google Scholar
BMF. (2023). Stepping up the fight against financial crime. Bundesministerium der Finanzen. October 11. www.bundesfinanzministerium.de/Content/EN/Standardartikel/Topics/Priority-Issues/Financial-Crime/fight-against-financial-crime.html.Google Scholar
BMF. (2024). Success for the European financial centre Frankfurt: Germany wins the race to host the EU’s Anti-Money Laundering Authority (AMLA). Joint press release by the Federal Ministry of Finance, the Hessian state government and the city of Frankfurt. Bundesministerium der Finanzen. February 22. www.bundesfinanzministerium.de/Content/EN/Pressemitteilungen/2024/2024-02-22-european-financial-centre-frankfurt.html.Google Scholar
Cohen, M. D., March, J. G., and Olsen, J. P. (1972). A garbage can model of organizational choice. Administrative Science Quarterly, 17, 1–25.10.2307/2392088CrossRefGoogle Scholar
De Masi, F. (2019). Dauerkrise in der Geldwäschebekämpfung. April 16. www.fabio-de-masi.de/de/article/2293.dauerkrise-in-der-geldw%C3%A4schebek%C3%A4mpfung.html.Google Scholar
Deutsch, K. W. (1963). The nerves of Government: Models of political communication and control. The Free Press.Google Scholar
Diehl, J., and Siemens, A. (2020). Verdacht auf Strafvereitelung: Ermittler gehen gegen Zoll-Spezialeinheit vor. Spiegel Panorama. July 14. www.spiegel.de/panorama/justiz/verdacht-auf-strafvereitelung-ermittler-gehen-gegen-zoll-spezialeinheit-fiu-vor-a-8d657c7f-f570-4a16-85c0-82134da79905.Google Scholar
Diehl, J. (2017). Kritik an Schäubles BKA-Umbau: Risiko für die innere Sicherheit. Spiegel Online. April 26. www.spiegel.de/panorama/justiz/wolfgang-schaeuble-und-der-geplante-bka-umbau-risiko-fuer-die-innere-sicherheit-a-1144980.html.Google Scholar
Egidi, M., amd Marengo, L. (2004). Near-decomposability, organization, and evolution: Some note’s on Herbert Simon’s contribution (pp. 335–350). In Augier, M. and March, J. G. (eds.). Models of a man. Essays in memory of Herbert A. Simon. MIT Press.10.7551/mitpress/4709.003.0031CrossRefGoogle Scholar
FATF (2010). Mutual Evaluation Report Germany: Anti-Money Laundering and Combating the Financing of Terrorism. Financial Action Task Force. February 19. www.fatf-gafi.org/media/fatf/documents/reports/mer/MER%20Germany%20full.pdf.Google Scholar
FATF (2012). International Standards on Combating Money Laundering and the Financing of Terrorism & Proliferation. The FATF Recommendations. Financial Action Task Force, amended March 2022. www.fatf-gafi.org/media/fatf/documents/recommendations/pdfs/FATF%20Recommendations%202012.pdf.Google Scholar
FATF (2022). Mutual Evaluation Report Germany: Anti-Money Laundering and Counter-Terrorist Financing Measures. Financial Action Task Force. August 25. www.fatf-gafi.org/media/fatf/documents/reports/mer4/Mutual-Evaluation-Report-Germany-2022.pdf.Google Scholar
Henderson, L. S. (2004). Encoding and decoding communication competencies in project management – an exploratory study. International Journal of Project Management, 22(6), 469–476.10.1016/j.ijproman.2004.01.004CrossRefGoogle Scholar
Ika, L. A., Söderlund, J., Munro, L. T., and Landoni, P. (2020). Cross-learning between project management and international development: Analysis and research agenda. International Journal of Project Management, 38(8), 548–558. https://doi.org/10.1016/j.ijproman.2020.10.005.CrossRefGoogle Scholar
Ika, L. A., and Munro, L. T. (2022). Tackling grand challenges with projects: Five insights and a research agenda for project management theory and practice. International Journal of Project Management, 40(6), 601–607. https://doi.org/10.1016/j.ijproman.2022.05.008.CrossRefGoogle Scholar
Ika, L. A., and Pinto, J. K. (2022). The re-meaning of project success: Updating and recalibrating for a modern project management. International Journal of Project Management, 40(7), 835–848. https://doi.org/10.1016/j.ijproman.2022.08.001.CrossRefGoogle Scholar
Ika, L. A., Love, P. E. D., and Pinto, J. K. (2022). Moving beyond the Planning Fallacy: The emergence of a new principle of project behavior. IEEE Transactions on Engineering Management, 69(6), 3310–3325. DOI:10.1109/TEM.2020.3040526.10.1109/TEM.2020.3040526CrossRefGoogle Scholar
Kingdon, J. W. (1984). Agendas, alternatives and public policies. Little, Brown & Co.
Google Scholar
March, J. G., with the assistance of C. Heath (1991). A primer on decision making: How decisions happen. The Free Press.Google Scholar
Marle, F., and Vidal, L.‐A. (2016). Managing complex, high risk projects: A guide to basic and advanced project management. Springer.10.1007/978-1-4471-6787-7CrossRefGoogle Scholar
Martela, F. (2019). What makes self-managing organizations novel? Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing. Journal of Organization Design, 8(23). DOI:10.1186/s41469–019-0062-9.CrossRefGoogle Scholar
Matinheikki, J., Aaltonen, K., and Walker, D. (2019). Politics, public servants, and profits: Institutional complexity and temporary hybridization in a public infrastructure alliance project. International Journal of Project Management, 37(2), 298–317. https://doi.org/10.1016/j.ijproman.2018.07.004.CrossRefGoogle Scholar
Pinto, J. K. (2000). Understanding the role of politics in successful project management. International Journal of Project Management, 18(2), 85–91.10.1016/S0263-7863(98)00073-8CrossRefGoogle Scholar
Seibel, W. (2015). Studying hybrids. Sectors and mechanisms. Organization Studies, 36(6), 697–712.10.1177/0170840615580005CrossRefGoogle Scholar
Seibel, W. (2023). Successful failure (pp. 137–146). In Mica, A., Pawlak, M., Horolets, A., and Kubicki, P. (eds.). Routledge international handbook of failure. Routledge.10.4324/9780429355950-13CrossRefGoogle Scholar
Simon, H. A. (1962). The architecture of complexity. Proceedings of the American Philosophical Society, 106(6), 467–482.Google Scholar
Slevin, D. P., and Pinto, J. K. (1987). Balancing strategy and tactics in project implementation. Sloan Management Review, 29(1), 33–41.Google Scholar
Tang, R. W., Qiu, X., and Zhang, M. W. (2018). Spanning the boundary of organisations. A systematic review of the inter-organisational boundary-spanning literature (pp. 181–217). In Zhang, M. (ed.). Trust building and boundary spanning in cross-border management. Taylor & Francis.Google Scholar
Tushman, M. L., and Scanlon, T. J. (1981). Boundary spanning individuals: Their role in information transfer and their antecedents. The Academy of Management Journal, 24(2), 289–305. https://doi.org/10.2307/255842.Google Scholar
Wynn, C., Smith, L., and Killen, C. (2021). How power influences behavior in projects: A theory of planned behavior perspective. Project Management Journal, 52(6), 607–621. https://doi.org/10.1177/87569728211052592.CrossRefGoogle Scholar
Zoll (2022). Aufgaben des Zolls. Generalzolldirektion. www.zoll.de/DE/Der-Zoll/Aufgaben-des-Zolls/aufgaben-des-zolls_node.html.Google Scholar
References
Alm, J., Solberg, H., Storm, R., and Jakobsen, T. (2014). Hosting major sports events: The challenge of taming white elephants. Leisure Studies, 35(1), 1–19.Google Scholar
Anheier, H. K. (2016). Of Hiding Hands and other ways of coping with uncertainty: A commentary. Social Research International Quarterly, 83(4), 1005–1010.10.1353/sor.2016.0064CrossRefGoogle Scholar
Boas, T. C., Hidalgo, F. D., and Richardson, N. P. (2014). The spoils of victory: Campaign donations and government contracts in Brazil. The Journal of Politics, 76(2), 415–429.10.1017/S002238161300145XCrossRefGoogle Scholar
Boudreaux, C. J., Karahan, G., and Coats, M. (2016). Bend it like FIFA: Corruption on and off the pitch. Managerial Finance, 42(9), 866–878.10.1108/MF-01-2016-0012CrossRefGoogle Scholar
Bray, E. (2011). The curse of good hospitality: Why developing countries shouldn’t host international sporting events. The SAIS Review of International Affairs, 31(1), 99–102.10.1353/sais.2011.0006CrossRefGoogle Scholar
Brasil (2014). Caracterização e dimensionamento do turismo internacional no Brasil (2010–2014) – Relatório Descritivo. Brasília: Ministério do Turismo. www.dadosefatos.turismo.gov.br/2016-02-04-11-54-03/demanda-tur%C3%ADstica-internacional/item/download/702_7dd6fcbac8dbb5ef39348da6bdd2147a.html.Google Scholar
Brasil (2015). Histórico da Conduta da Construções e Comércio Camargo Corrêa S.A.. Brasília: Conselho Administrativo de Defesa Econômica (CADE). https://sei.cade.gov.br/sei/modulos/pesquisa/md_pesq_documento_consulta_externa.php?DZ2uWeaYicbuRZEFhBt-n3BfPLlu9u7akQAh8mpB9yNujxYamZFUzrxMQKDi2WzTGgANhDb2Plzp_4Qt5mIXyCwbuZmhwM5jGSyd4trcY-GRO15Hx_tXH9nplvvhlvnZ.Google Scholar
Brasil (2016). Histórico da Conduta (Estádios de Futebol). Brasília: Conselho Administrativo de Defesa Econômica (CADE). https://sei.cade.gov.br/sei/modulos/pesquisa/md_pesq_documento_consulta_externa.php?mYbVb954ULaAV-MRKzMwwbd5g_PuAKStTlNgP-jtcH5MdmPeznqYAOxKmGO9r4mCfJlTXxQMN01pTgFwPLudA0W_LdtF3sGOU_wjQEVeX0sEioFi2hOz_FpTktHQYRhY.Google Scholar
Brasil (2017a). Histórico da Conduta da Andrade Gutierrez Engenharia S.A. Brasília: Conselho Administrativo de Defesa Econômica (CADE). https://sei.cade.gov.br/sei/modulos/pesquisa/md_pesq_documento_consulta_externa.php?DZ2uWeaYicbuRZEFhBt-n3BfPLlu9u7akQAh8mpB9yPBLPf1PbYQnnw-XDJT85UIqrfGC6sfn1dX7wUDRb_ZsFQKUa-SxircpjUlHniUIDjx92oKHasHVt-Ca60juSOK.Google Scholar
Brasil (2017b). Relatório Final da Operação Panatenaico. Brasília: Polícia Federal. https://static.poder360.com.br/2017/08/PANA.pdf.Google Scholar
Brasil (2018a). Acórdão nº 1839/2018. Plenário. Relator: Ministro José Múcio Monteiro. Sessão de 08/08/2018. Brasília: Tribunal de Contas da União (TCU). https://pesquisa.apps.tcu.gov.br/#/redireciona/acordao-completo/%22ACORDAO-COMPLETO-2303835%22.Google Scholar
Brasil (2018b). Denúncia relativa ao Inquérito Policial nº 1095/2016 (autos nº 7161-85.2017.4.01.3400). Brasília: Ministério Público Federal (MPF). www.mpf.mp.br/df/sala-de-imprensa/docs/denuncia-nucleo-politico-arruda.Google Scholar
Brasil (2020). Acórdão nº 2750/2020. Plenário. Relator: Ministro Benjamin Zymler. Sessão de 14/10/2020. Brasília: Tribunal de Contas da União (TCU). https://pesquisa.apps.tcu.gov.br/#/redireciona/acordao-completo/%22ACORDAO-COMPLETO-2360631%22.Google Scholar
Brasil (2021). Acórdão nº 784/2021. Plenário. Relator: Ministro Vital do Rêgo. Sessão de 07/04/2021. Brasília: Tribunal de Contas da União (TCU). https://pesquisa.apps.tcu.gov.br/#/redireciona/acordao-completo/%22ACORDAO-COMPLETO-2394204%22.Google Scholar
Brun, E. E., and Gomez, C. (2022). Politics and geopolitics in staging the FIFA World Cup: What is at stake for the hosting nations? (pp. 47–60). In Chadwick, S., Widdop, P.,
Anagnostopoulos, C., and Parnell, D. (eds.). The business of the FIFA World Cup. Routledge.10.4324/9781003121794-4CrossRefGoogle Scholar
Caiden, G. (2001). Corruption and governance (pp. 15–38). In Caiden, G., Dwivedi, O., and Jabbra, J. G., (eds.). Where corruption lives. Kurmarian Press.10.1515/9781565495975-002CrossRefGoogle Scholar
Campos, N., Engel, E., Fischer, R. D., and Galetovic, A. (2021). The ways of corruption in infrastructure: Lessons from the Odebrecht case. The Journal of Economic Perspectives, 35(2), 171–190.10.1257/jep.35.2.171CrossRefGoogle Scholar
Chade, J. (2014). A Copa como ela é: A história de dez anos de preparação para a Copa de 2014. Companhia das Letras.Google Scholar
Dantas, M. (2019). Arena da Amazônia atinge custo mensal de R$ 1 milhão, o maior de sua história. https://ge.globo.com/am/futebol/noticia/arena-da-amazonia-atinge-custo-mensal-de-r-1-milhao-por-mes-o-maior-de-sua-historia.ghtml.Google Scholar
De Graaf, G. (2007). Causes of corruption: Towards a contextual theory of corruption. Public Administration Quarterly, 31(1/2), 39–86.Google Scholar
Distrito Federal (2016). Informação nº 22/16 – NFO. Brasília: TCDF, Núcleo de Fiscalização de Obras e Serviços de Engenharia. https://etcdf.tc.df.gov.br/?a=documento&f=downloadPDF&iddocumento=1559116.Google Scholar
Distrito Federal (2017a). Auditoria de Regularidade – Relatório Final. Estádio Nacional de Brasília – 3ª Etapa. Brasília: TCDF, Núcleo de Fiscalização de Obras e Serviços de Engenharia. https://etcdf.tc.df.gov.br/?a=documento&f=downloadPDF&iddocumento=1684186.Google Scholar
Distrito Federal (2017b). Auditoria de Regularidade – Relatório Final. Execução dos serviços de reforma e ampliação do Estádio Nacional de Brasília – Mané Garrincha (4ª Etapa da Fiscalização) (Processo nº 29.565/2013). Brasília: TCDF, Núcleo de Fiscalização de Obras e Serviços de Engenharia. https://etcdf.tc.df.gov.br/?a=documento&f=downloadPDF&iddocumento=1674583.Google Scholar
D’Souza, E. (2009). Collusion in government and corruption. Journal of Interdisciplinary Economics, 21(1), 17–33.10.1177/02601079X09002100103CrossRefGoogle Scholar
Durand, F. (2019). Odebrecht: La empresa que capturaba gobiernos. Pontificia Universidad Católica del Perú; Oxfam.Google Scholar
Edelhertz, H. (1970). Nature, impact and prosecution of white-collar crime. National Institute of Law Enforcement and Criminal Justice.Google Scholar
Flyvbjerg, B. (2018). The fallacy of beneficial ignorance: A test of Hirschman’s hiding hand. World Development, 84, 176–189.10.1016/j.worlddev.2016.03.012CrossRefGoogle Scholar
Gottschalk, P. (2020). Convenience dynamics and white-collar crime. Routledge.10.4324/9781003089155CrossRefGoogle Scholar
García-Rodríguez, M. J., Rodríguez-Montequín, V., Ballesteros-Pérez, P., Love, P. E. D., and Signor, R. (2022). Collusion detection in public procurement auctions with machine learning. Automation in Construction, 133, 104047.10.1016/j.autcon.2021.104047CrossRefGoogle Scholar
Ika, L. A., Love, P. E. D., and Pinto, J. K. (2022). Moving beyond the Planning Fallacy: The emergence of a new principle of project behaviour. IEEE Transactions on Engineering Management, 69(6), 3310–3325
10.1109/TEM.2020.3040526CrossRefGoogle Scholar
Jones, L. R., and Euske, K. J. (1991). Strategic misrepresentation in budgeting. Journal of Public Administration Research and Theory, 1, 437–460.Google Scholar
Ledsom, M. (2007). FIFA ends World Cup rotation policy. www.reuters.com/article/uk-soccer-FIFA-rotation-idUKL2941735420071029.Google Scholar
Lehtinen, J., Locatelli, G., Sainati, T., Artto, K., and Evans, B. (2022). The grand challenge: Effective anti-corruption measures in projects. International Journal of Project Management, 40(4), 347–361.10.1016/j.ijproman.2022.04.003CrossRefGoogle Scholar
Locatelli, G., Mariani, G., Sainati, T., and Greco, M. (2017). Corruption in public projects and megaprojects: There is an elephant in the room! International Journal of Project Management, 35(1), 252–268.10.1016/j.ijproman.2016.09.010CrossRefGoogle Scholar
Love, P. E. D., and Ahiaga-Dagbui, D. (2018). De-bunking fake news in a post-truth era: The plausible untruths of cost underestimation in transport infrastructure projects. Transportation Research A: Policy and Practice, 113, 337–368.Google Scholar
McBride, J., and Manno, M. (2021). The economics of hosting the Olympics. Council on Foreign Relations. www.cfr.org/backgrounder/economics-hosting-olympic-games#:~:text=In%20Brazil%2C%20the%20first%20South,shouldering%20at%20least%20%2413%20billion.Google Scholar
Mitra, A. (2015). An ethical analysis of the 2014 FIFA World Cup in Brazil. Law and Business Review of the Americas, 21(1), 3–19.Google Scholar
Moro, S. F. (2018). Preventing systemic corruption in Brazil. Daedalus, 147(3), 157–168.10.1162/daed_a_00508CrossRefGoogle Scholar
Netto, V. (2016). Lava Jato: O juiz Sergio Moro e os bastidores da operação que abalou o Brasil. Primeira Pessoa.Google Scholar
Nobre, E. A. C. (2017). The 2014 FIFA World Cup in Brazil: Hosting a sport mega-event in a BRIC Context (pp. 1–23). In Nobre, E. A. C. (ed.). Sports mega-events and urban legacies: The 2014 FIFA World Cup, Brazil. Palgrave Macmillan.10.1007/978-3-319-44012-5CrossRefGoogle Scholar
Organization for Economic Co-operation and Development (2010). Policy Roundtables: Collusion and Corruption in Public Procurement. www.oecd.org/competition/cartels/46235884.pdf.Google Scholar
Organization for Economic Co-operation and Development (2022). Dataset: Real Minimum Wages. https://stats.oecd.org/index.aspx?DataSetCode=RMW.Google Scholar
Petrobras (2008). Annual Report of Activities 2008. www.investidorpetrobras.com.br/en/investor-services/download-center/.Google Scholar
Petrobras (2010). 2010 Annual Report. www.investidorpetrobras.com.br/en/investor-services/download-center/.Google Scholar
Petrobras (2014). Petróleo Brasileiro SA – Petrobras – Consolidated Financial Statements as of December 31, 2014, 2013, and 2012 with Report of Independent Registered Public Accounting Firm. www.investidorpetrobras.com.br/en/investor-services/download-center/.Google Scholar
Petrobras (2015). Management Report 2015. www.investidorpetrobras.com.br/en/investor-services/download-center/.Google Scholar
Pontes, J., and Anselmo, M. (2022). Operation Car Wash: Brazil’s institutionalized crime and the inside story of the biggest corruption scandal in history. Bloomsbury Academic.10.5040/9781350265646CrossRefGoogle Scholar
Rapoza, K. (2014). Bringing FIFA to Brazil equal to roughly 61% of education budget. www.forbes.com/sites/kenrapoza/2014/06/11/bringing-fifa-to-brazil-equal-to-roughly-61-of-education-budget/?sh=274aac4436d6.Google Scholar
Rosenthal, B., and Cardoso, F. (2015). “There will not be a World Cup”: The Kratophanous power of the FIFA 2014 World Cup in Brazil. Consumer Culture Theory, 17(1), 367–399.10.1108/S0885-211120150000017018CrossRefGoogle Scholar
Signor, R., Love, P. E. D., Olatunji, O., Vallim, J. J. C. B., and Raupp, A. B. (2017). Collusive bidding in Brazilian infrastructure projects. Proceedings of the Institution of Civil Engineers: Forensic Engineering, 170(3), 113–123.Google Scholar
Signor, R., Love, P. E. D., Vallim, J. J. C. B., Raupp, A. B., and Olatunji, O. (2019). It is not collusion unless you get caught: The case of “Operation Car Wash” and unearthing of a cartel. Journal of Antitrust Enforcement, 7(2), 177–202.10.1093/jaenfo/jnz009CrossRefGoogle Scholar
Signor, R, Love, P. E. D., Belarmino, A. T. N., and Olatunji, O. (2020). Detection of collusive tenders in infrastructure projects: Learning from operation car wash. ASCE Journal of Construction Engineering and Management, 146(1), 05019015.10.1061/(ASCE)CO.1943-7862.0001737CrossRefGoogle Scholar
Signor, R., Love, P. E. D., and Ika, L. A. (2022). White collar crime: Unearthing collusion in the procurement of infrastructure projects. IEEE Transactions on Engineering Management, 69(5), 1932–1943.10.1109/TEM.2020.2994636CrossRefGoogle Scholar
Signor, R., Ballesteros-Pérez, P., and Love, P. E. D. (2023). Collusion detection in infrastructure procurement: A modified order statistic method for uncapped Auctions. IEEE Transactions on Engineering Management, 70(2), 464–477.10.1109/TEM.2021.3049129CrossRefGoogle Scholar
The Football Association (2022). The History of the FA. www.thefa.com/about-football-association/what-we-do/history.Google Scholar
Transparency International (2022). What is corruption? www.transparency.org/en/what-is-corruption.Google Scholar
US Department of Justice (2015). Sixteen additional FIFA officials indicted for racketeering conspiracy and corruption. Press Release (Updated December 7, 2015). www.justice.gov/usao-edny/pr/sixteen-additional-fifa-officials-indicted-racketeering-conspiracy-and-corruption.Google Scholar
US Department of Justice (2016). Odebrecht and Braskem plead guilty and agree to pay at least $3.5 billion in global penalties to resolve largest foreign bribery case in history. Press Release Number: 16-1515 (Updated October 3, 2017). www.justice.gov/opa/pr/odebrecht-and-braskem-plead-guilty-and-agree-pay-least-35-billion-global-penalties-resolve.Google Scholar
US Department of Justice (2018). Non-prosecution agreement and statement of facts. www.justice.gov/opa/press-release/file/1096706/download.Google Scholar
Vallim, J. J. C. B. (2018). Engenharia forense: Metodologias aplicadas na Operação Lava-Jato. Juruá.Google Scholar
Yuhui, S. (2021). El cáncer de la corrupción en Latinoamérica: El caso Odebrecht. Gestión y política pública, 30(3), 237–265.10.29265/gypp.v30i3.974CrossRefGoogle Scholar
Accessibility standard: WCAG 2.0 A
Why this information is here
This section outlines the accessibility features of this content - including support for screen readers, full keyboard navigation and high-contrast display options. This may not be relevant for you.Accessibility Information
The PDF of this book
conforms to version 2.0 of the
Web Content Accessibility Guidelines
(WCAG), ensuring core accessibility principles are addressed and meets the basic
(A)
level of WCAG compliance, addressing essential accessibility barriers.
Content Navigation
Table of contents navigation
Allows you to navigate directly to chapters, sections, or non‐text items through a linked table of contents, reducing the need for extensive scrolling.
Allows you to navigate directly to chapters, sections, or non‐text items through a linked table of contents, reducing the need for extensive scrolling.
Index navigation
Provides an interactive index, letting you go straight to where a term or subject appears in the text without manual searching.
Provides an interactive index, letting you go straight to where a term or subject appears in the text without manual searching.
Reading Order & Textual Equivalents
Single logical reading order
You will encounter all content (including footnotes, captions, etc.) in a clear, sequential flow, making it easier to follow with assistive tools like screen readers.
You will encounter all content (including footnotes, captions, etc.) in a clear, sequential flow, making it easier to follow with assistive tools like screen readers.
Short alternative textual descriptions
You get concise descriptions (for images, charts, or media clips), ensuring you do not miss crucial information when visual or audio elements are not accessible.
You get concise descriptions (for images, charts, or media clips), ensuring you do not miss crucial information when visual or audio elements are not accessible.
Full alternative textual descriptions
You get more than just short alt text: you have comprehensive text equivalents, transcripts, captions, or audio descriptions for substantial non‐text content, which is especially helpful for complex visuals or multimedia.
You get more than just short alt text: you have comprehensive text equivalents, transcripts, captions, or audio descriptions for substantial non‐text content, which is especially helpful for complex visuals or multimedia.
Visualised data also available as non-graphical data
You can access graphs or charts in a text or tabular format, so you are not excluded if you cannot process visual displays.
You can access graphs or charts in a text or tabular format, so you are not excluded if you cannot process visual displays.
Visual Accessibility
Use of colour is not sole means of conveying information
You will still understand key ideas or prompts without relying solely on colour, which is especially helpful if you have colour vision deficiencies.
You will still understand key ideas or prompts without relying solely on colour, which is especially helpful if you have colour vision deficiencies.
Use of high contrast between text and background colour
You benefit from high‐contrast text, which improves legibility if you have low vision or if you are reading in less‐than‐ideal lighting conditions.
You benefit from high‐contrast text, which improves legibility if you have low vision or if you are reading in less‐than‐ideal lighting conditions.