Ecosystems approach in the management of megaprojects

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

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Ecosystems approach in the management of megaprojects. / Peltokorpi, Antti; Lehtinen, Jere; Artto, Karlos; Rajala, Risto.

15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017. ed. / Ashwin Mahalingam; Tripp Shealy; Nuno Gil. EPOS, 2017. p. 1-24.

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

Harvard

Peltokorpi, A, Lehtinen, J, Artto, K & Rajala, R 2017, Ecosystems approach in the management of megaprojects. in A Mahalingam, T Shealy & N Gil (eds), 15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017. EPOS, pp. 1-24, Engineering Project Organization Conference, Lake Tahoe, United States, 05/06/2017.

APA

Peltokorpi, A., Lehtinen, J., Artto, K., & Rajala, R. (2017). Ecosystems approach in the management of megaprojects. In A. Mahalingam, T. Shealy, & N. Gil (Eds.), 15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017 (pp. 1-24). EPOS.

Vancouver

Peltokorpi A, Lehtinen J, Artto K, Rajala R. Ecosystems approach in the management of megaprojects. In Mahalingam A, Shealy T, Gil N, editors, 15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017. EPOS. 2017. p. 1-24

Author

Peltokorpi, Antti ; Lehtinen, Jere ; Artto, Karlos ; Rajala, Risto. / Ecosystems approach in the management of megaprojects. 15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017. editor / Ashwin Mahalingam ; Tripp Shealy ; Nuno Gil. EPOS, 2017. pp. 1-24

Bibtex - Download

@inproceedings{f3d0cf9fdf244a218ae40b2684685d2e,
title = "Ecosystems approach in the management of megaprojects",
abstract = "Megaprojects have unique characteristics that challenge the traditional approaches of how projects are managed. We study the management of megaprojects in their early phases, by theorizing on the ecosystems literature. Our empirical case is Tapiola project, a megaproject with the final purpose to renew the Tapiola district in the City of Espoo, in Finland. The project developed from renewal of facades of three buildings into a city center-wide regeneration plan integrating and involving multiple private and public actors and technical sub-systems such as metro, bus station, commercial center, and residential building investments in total over 3 billion euros. The evolution of the megaproject featured some key characteristics of platform ecosystems. We look at the management in the planning phase from a focal public organization’s – City of Espoo’s – perspective, while we acknowledge that in a continuously evolving network of multiple independent organizations, any single organization has a limited ability to influence other organizations in the network. Our research question is: How a focal organization in a megaproject can trigger thedevelopment of the project outcome toward a multi-actor platform? The findingscomprise four propositions about the management of megaprojects. We suggest that instead of seeing planning phase as a constellation for designing a complex and multifaceted outcome, its value is more in its role as developing a platform ecosystem, which enhances materialization of various innovations and value-creation logics through interactions with megaproject’s broader environment. A focal organization through rather subtle and indirect management activities can facilitate the evolvement of the ecosystem in megaproject planning phase and initiate the development of a vivid innovation platform among other ecosystem participants.",
keywords = "Megaproject, Network, Ecosystem, Complex system, Innovation platform",
author = "Antti Peltokorpi and Jere Lehtinen and Karlos Artto and Risto Rajala",
year = "2017",
month = "6",
day = "5",
language = "English",
pages = "1--24",
editor = "Ashwin Mahalingam and Tripp Shealy and Nuno Gil",
booktitle = "15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017",
publisher = "EPOS",

}

RIS - Download

TY - GEN

T1 - Ecosystems approach in the management of megaprojects

AU - Peltokorpi, Antti

AU - Lehtinen, Jere

AU - Artto, Karlos

AU - Rajala, Risto

PY - 2017/6/5

Y1 - 2017/6/5

N2 - Megaprojects have unique characteristics that challenge the traditional approaches of how projects are managed. We study the management of megaprojects in their early phases, by theorizing on the ecosystems literature. Our empirical case is Tapiola project, a megaproject with the final purpose to renew the Tapiola district in the City of Espoo, in Finland. The project developed from renewal of facades of three buildings into a city center-wide regeneration plan integrating and involving multiple private and public actors and technical sub-systems such as metro, bus station, commercial center, and residential building investments in total over 3 billion euros. The evolution of the megaproject featured some key characteristics of platform ecosystems. We look at the management in the planning phase from a focal public organization’s – City of Espoo’s – perspective, while we acknowledge that in a continuously evolving network of multiple independent organizations, any single organization has a limited ability to influence other organizations in the network. Our research question is: How a focal organization in a megaproject can trigger thedevelopment of the project outcome toward a multi-actor platform? The findingscomprise four propositions about the management of megaprojects. We suggest that instead of seeing planning phase as a constellation for designing a complex and multifaceted outcome, its value is more in its role as developing a platform ecosystem, which enhances materialization of various innovations and value-creation logics through interactions with megaproject’s broader environment. A focal organization through rather subtle and indirect management activities can facilitate the evolvement of the ecosystem in megaproject planning phase and initiate the development of a vivid innovation platform among other ecosystem participants.

AB - Megaprojects have unique characteristics that challenge the traditional approaches of how projects are managed. We study the management of megaprojects in their early phases, by theorizing on the ecosystems literature. Our empirical case is Tapiola project, a megaproject with the final purpose to renew the Tapiola district in the City of Espoo, in Finland. The project developed from renewal of facades of three buildings into a city center-wide regeneration plan integrating and involving multiple private and public actors and technical sub-systems such as metro, bus station, commercial center, and residential building investments in total over 3 billion euros. The evolution of the megaproject featured some key characteristics of platform ecosystems. We look at the management in the planning phase from a focal public organization’s – City of Espoo’s – perspective, while we acknowledge that in a continuously evolving network of multiple independent organizations, any single organization has a limited ability to influence other organizations in the network. Our research question is: How a focal organization in a megaproject can trigger thedevelopment of the project outcome toward a multi-actor platform? The findingscomprise four propositions about the management of megaprojects. We suggest that instead of seeing planning phase as a constellation for designing a complex and multifaceted outcome, its value is more in its role as developing a platform ecosystem, which enhances materialization of various innovations and value-creation logics through interactions with megaproject’s broader environment. A focal organization through rather subtle and indirect management activities can facilitate the evolvement of the ecosystem in megaproject planning phase and initiate the development of a vivid innovation platform among other ecosystem participants.

KW - Megaproject

KW - Network

KW - Ecosystem

KW - Complex system

KW - Innovation platform

UR - http://www.epossociety.org/EPOC2017/authors2.htm

M3 - Conference contribution

SP - 1

EP - 24

BT - 15th Engineering Project Organization Conference with 5th International Megaprojects Workshop, Stanford Sierra Camp, California, June 5-7, 2017

A2 - Mahalingam, Ashwin

A2 - Shealy, Tripp

A2 - Gil, Nuno

PB - EPOS

ER -

ID: 17021865