Top government hands-on megaproject management: the case of Istanbul's grand airport


Eren F.

INTERNATIONAL JOURNAL OF MANAGING PROJECTS IN BUSINESS, vol.12, no.3, pp.666-693, 2019 (SSCI) identifier identifier

  • Publication Type: Article / Article
  • Volume: 12 Issue: 3
  • Publication Date: 2019
  • Doi Number: 10.1108/ijmpb-02-2018-0020
  • Journal Name: INTERNATIONAL JOURNAL OF MANAGING PROJECTS IN BUSINESS
  • Journal Indexes: Social Sciences Citation Index (SSCI), Scopus
  • Page Numbers: pp.666-693
  • Keywords: Value, Organizational strategy, Management, Organizational theory, Istanbul, Airport development, Mega project, CRITICAL DISCOURSE ANALYSIS, MEGA-PROJECT, MAKING PROCESS, COMPLEXITY, REDEVELOPMENT, COST, GOVERNANCE, POLITICS, IMPACTS, CONTEXT
  • Istanbul Technical University Affiliated: No

Abstract

Purpose The purpose of this paper is to explore top government hands-on megaproject management model applied to Istanbul's new airport megaproject. The study aims to find an answer to this research question: "How is the organizational design and management of a megaproject that has been alive in a confrontational socio-political environment and whose national strategic importance is high?" Design/methodology/approach Organizational theory and critical theory perspectives are used in this study. Istanbul's grand airport is chosen as the case study. Interview, focus group and document analysis methods are used together. The research yields data from qualitative resources. Verbal and written materials are organized into three major themes and 27 key subjects for content analysis. Findings A top level of organizational management can be attained in the state in order for the mega projects with high national strategic importance to survive without problems and with high performance. The top government-level organizational structure implemented at Istanbul's new airport has reduced complexity, risk and uncertainty; increased performance and product quality; and strenghtened inter-organizational compatibility and communication within the megaproject organization. However, this structuring also increased centralization, reduced transparency and direct public participation in the decision-making process.