Article2017

Governmental Governance of Megaprojects: The Case of EXPO 2010 Shanghai

Zhao Zhai · Tuomas Ahola · Yun Le · Jianxun Xie

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Construction Project Management and Performance Public Policy and Administration Research Public-Private Partnership Projects

Abstract

While the governance of Western megaprojects is indirectly influenced by governments through legislation and regulations, the Chinese state actively oversees and controls projects of societal importance. To provide clarity on the role of the state in Chinese megaprojects, we carried out a case study focusing on EXPO 2010 Shanghai. Our analysis revealed that through a project-specific organization Construction Headquarter (CHQ), the Chinese state executes administrative strength, forces authorities to temporarily integrate their processes for the benefit of the project, influences contractor and resource selection decisions, induces leadership accountability, and promotes shared project values.

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References

1991Case Study Research: Design and Methods 1988Qualitative Data Analysis: A Methods Sourcebook 1988The Anatomy of Major Projects: A Study of the Reality of Project Management 2005Evaluation of stakeholder influence in the implementation of construction projects 2008The Stakeholder Model Refined 2006Risk allocation in the private provision of public infrastructure 2005Systems integration: a core capability of the modern corporation 2006Good project governance for proper risk allocation in public–private partnerships in Indonesia

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