Global Projects

W. Richard Scott is Professor Emeritus in the Department of Sociology with courtesy appointments in the Schools of Business, Education and Medicine at Stanford University. He is also a senior researcher in the Collaboratory for Research on Global Projects (CRGP) at Stanford. Raymond E. Levitt is Professor of Civil and Environmental Engineering and Director of the Collaboratory for Research on Global Projects (CRGP) at Stanford University. Ryan J. Orr teaches project finance and infrastructure investment in the Graduate School of Business and the School of Engineering at Stanford University, where he is also Executive Director at the Collaboratory for Research on Global Projects (CRGP).

• List of figures; List of tables; List of contributors; Preface Ray E. Levitt and Ryan J. Orr; Introduction W. Richard Scott; Part I. Foundational Themes: 1. Global projects: distinguishing features, drivers, and challenges Ryan J. Orr, W. Richard Scott, Raymond E. Levitt, Karlos Artto and Jaakko Kujala; 2. The institutional environment of global projects W. Richard Scott; 3. Social movements and the growth in opposition to global projects Doug McAdam; Part II. Institutional Differences and Global Projects: Empirical Studies: 4. Rules vs. results: sources and resolution of institutional conflicts on Indian Metro Railway projects Ashwin Mahalingam, Raymond E. Levitt and W. Richard Scott; 5. Institutional exceptions on global projects: a process model Ryan J. Orr and W. Richard Scott; 6. Local embeddedness of firms and strategies for dealing with uncertainty in global projects Ryan J. Orr and Raymond E. Levitt; 7. Who needs to know what? Institutional knowledge and global projects Amy Javernick-Will and W. Richard Scott; Part III. Political Conflicts and Global Projects: 8. Site fights: explaining opposition to oil and gas pipeline projects in the developing world Doug McAdam, Hilary Schaffer Boudet, Jenna Davis, Ryan J. Orr, W. Richard Scott and Raymond E. Levitt; 9. To talk or to fight? Effects of strategic, cultural and institutional factors on renegotiation approaches in public-private concessions Henry Chan and Raymond E. Levitt; Part IV. Governance Strategies and Structures: 10. Network-based strategies and competencies for political and social risk management Witold J. Henisz; 11. Organizations enabling public-private partnerships: an organization field approach Stephen F. Jooste and W. Richard Scott; References; Index.

'Project organizations have been around a long time - think of master builders coordinating the work of many trades in the construction of a cathedral. But until the advent of modern communications and transportation, projects were limited geographically and conducted face-to-face. Scott, Levitt, and Orr show us how projects now span space, culture, and political boundaries in the development of megaprojects of vast scale. Global projects greatly increase the possibilities for what engineering can accomplish, but the ensuing social, cultural, and technological complexity creates new challenges as well. A very timely and well researched book.' Nicole Biggart, Chevron Chair in Energy Efficiency and Professor of Management, University of California, Davis