Research Handbook on the Governance of Projects

Edited by Ralf Müller, Professor of Project Management, Department of Leadership and Organization, BI Norwegian Business School, Norway, Shankar Sankaran, Professor, School of the Built Environment, Faculty of Design, University of Technology Sydney, Australia and Nathalie Drouin, Professor, Department of Management, École des Sciences de la Gestion, Université du Québec à Montréal (ESG UQAM), Canada and Adjunct Professor, University of Technology Sydney (UTS), Australia

• Contents: Introduction to the Research Handbook on the Governance of Projects 1Ralf Müller, Shankar Sankaran, and Nathalie DrouinPART I THEORETICAL, PHILOSOPHICAL, AND CONCEPTUAL FOUNDATIONS1 A philosophy of governance 9Efrosyni Konstantinou2 Principles of good governance 20Ralf Müller3 Classic perspectives on project governance: transaction cost economics, agency theory, and stewardship theory 31Tuomas Ahola4 Shareholder and stakeholder theory in governance 42Ralf Müller5 Systems theories and systems praxis 50Shankar Sankaran6 Multi-level governance 65Alfredas Chmieliauskas, Ralf Müller, Raimonda Alonderienė, Margarita Pilkienė, and Saulius Šimkonis7 Governmentality for positive project management 78Stewart Clegg and Johan NinanPART II PROJECT GOVERNANCE8 Governance of projects and project governance: enabling strategy implementation through projects 91Ata Ul Musawir9 Social value from megaprojects and their governance 103Karyne C.S. Ang, Shankar Sankaran, and Nathalie Drouin10 Steering committees as governance entities 116Lynn Crawford11 The project management office: governing at the interface of temporary and permanent 124Monique Aubry and Magali Simard12 Governance across the commercial interface on complex engineering projects 138Graham M. Winch13 Contractual and relational governance for sustainability: case study of a PPP megaproject in India 150Nicola Thounaojam, Ganesh Devkar, and Boeing Laishram14 Governance through project management methodologies 161Miia Martinsuo15 Normalization of deviance in projects: its causes and implications for effective governance 171Jeffrey K. Pinto and Kate Davis16 Ethics and trust implications of governance 184Ralf Müller17 The link between governance, decision-making, and project performance 195Rodney Turner18 Cultural practices of governing megaprojects 210Alfons van Marrewijk19 Social acceptability and governance for public infrastructure projects 220Maude Brunet and Sofiane Baba20 Learning through evaluation: the missing link in governance of projects 235Ole Jonny Klakegg and Gro Holst Volden21 Environmental, social, and governance criteria and their relationship with governance of major infrastructure projects 251Nathalie Drouin and Yves Genest22 New nonprofit organization governance: driving impact by adopting a holistic governance view 263Patrick Renz23 Boosting quality of megaprojects through governance mechanisms: perspectives of mega water transfer projects in China 283Florence Yean Yng Ling and Wujuan Zhai24 Governing crises and coping strategies in megaprojects 296Rehab Iftikhar PART III GOVERNANCE OF PROJECTS25 Portfolio and program governance 308Miia Martinsuo26 Governance of Sustainable Development Goal programs 318Shankar Sankaran27 Governance of organizational project management 329Shankar Sankaran28 Fairness and justice in the governance of projects 343Christine Unterhitzenberger and Kate LawrencePART IV GOVERNANCE OF INTER-ORGANIZATIONAL NETWORKS FOR PROJECTS29 Governance of inter-organizational project networks 356Jörg Sydow and Timo Braun30 From network governance to metagovernance 366Ralf Müller31 Toward a theory of resilience governance: insights from megaprojects in China 379Linzhuo Wang, Xinnan Wang, and Fangwei ZhuPART V PRACTICAL EXAMPLES32 Governing major projects in healthcare 395Monique Aubry, Marie-Claire Richer, and Mélanie Lavoie-Tremblay33 Evolution of space programs governance 411Alessandro Paravano, Giorgio Locatelli, and Paolo Trucco34 Governance evolution in university–industry collaborative R&D programs 429Gabriela Fernandes and David O’Sullivan35 Minimum viable governance for data science initiatives 445Sandeep Mathur, Shankar Sankaran, Sam MacAulay, and Ivor TsangPART VI REFLECTIONS36 A look ahead 458Ralf Müller, Shankar Sankaran, and Nathalie DrouinIndex 462

‘Written by three illustrious project-management scholars, this book is a must-read for students and researchers. The best way to describe this book is in the words of the authors who state that it offers “a kaleidoscope of applications, theoretical lenses, and philosophical stances.” Presented in five sections, the book spans invaluable conceptual and practical insights from chapter contributors and underscores the need for novel approaches to governance.’