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Megaproject Organization and Performance: The Myth and Political
Reality delves into the complex world of organizing megaprojects
and investigates the extent to which the performance of these
projects could be traced back to their organizational structure.
Through multiple case study research, including the London Olympic
Park and Heathrow Airport Terminal 2, the authors show how
megaprojects are unique in how they are organized. They explore
core-periphery relationships between promotors who control
strategic choices, and suppliers, the contracted experts who
provide the actual resources to get the project done. The
implications of these structural–performance relationships within
a robust economy are then compared with railroad and highway
development projects in the developing economies of Nigeria,
Uganda, and India. This in-depth study brings a complementary
perspective to megaproject literature and enables us to reconcile
conflicting explanations for the regularity with which megaprojects
miss performance targets. With pluralism at the core of the
megaproject’s organizational structure, the authors argue that
megaprojects work best when accountability is shared and everyone
has a stake in the final outcome.
Many companies are not single businesses but a collection of
businesses with one or more levels of corporate management. Written
for managers, advisors and students aspiring to these roles, this
book is a guide to decision-making in the domain of corporate
strategy. It arms readers with research-based tools needed to make
good corporate strategy decisions and to assess the soundness of
the corporate strategy decisions of others. Readers will learn how
to do the analysis for answering questions such as 'Should we
pursue an alliance or an acquisition to grow?', 'How much should we
integrate this acquisition?' and 'Should we divest this business?'.
The book draws on the authors' wealth of research and teaching
experience at INSEAD, London Business School and University College
London. A range of learning aids, including easy-to-comprehend
examples, decision templates and FAQs, are provided in the book and
on a rich companion website.
Many companies are not single businesses but a collection of
businesses with one or more levels of corporate management. Written
for managers, advisors and students aspiring to these roles, this
book is a guide to decision-making in the domain of corporate
strategy. It arms readers with research-based tools needed to make
good corporate strategy decisions and to assess the soundness of
the corporate strategy decisions of others. Readers will learn how
to do the analysis for answering questions such as 'Should we
pursue an alliance or an acquisition to grow?', 'How much should we
integrate this acquisition?' and 'Should we divest this business?'.
The book draws on the authors' wealth of research and teaching
experience at INSEAD, London Business School and University College
London. A range of learning aids, including easy-to-comprehend
examples, decision templates and FAQs, are provided in the book and
on a rich companion website.
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