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A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects

Tutkimustuotosvertaisarvioitu

Standard

A new governance approach for multi-firm projects : Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects. / Ruuska, Inkeri; Ahola, Tuomas; Artto, Karlos; Locatelli, Giorgio; Mancini, Mauro.

julkaisussa: International Journal of Project Management, Vuosikerta 29, Nro 6, 08.2011, s. 647-660.

Tutkimustuotosvertaisarvioitu

Harvard

Ruuska, I, Ahola, T, Artto, K, Locatelli, G & Mancini, M 2011, 'A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects', International Journal of Project Management, Vuosikerta. 29, Nro 6, Sivut 647-660. https://doi.org/10.1016/j.ijproman.2010.10.001

APA

Ruuska, I., Ahola, T., Artto, K., Locatelli, G., & Mancini, M. (2011). A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects. International Journal of Project Management, 29(6), 647-660. https://doi.org/10.1016/j.ijproman.2010.10.001

Vancouver

Author

Ruuska, Inkeri ; Ahola, Tuomas ; Artto, Karlos ; Locatelli, Giorgio ; Mancini, Mauro. / A new governance approach for multi-firm projects : Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects. Julkaisussa: International Journal of Project Management. 2011 ; Vuosikerta 29, Nro 6. Sivut 647-660.

Bibtex - Lataa

@article{56745d98b2954bb88419114fbd6e4df2,
title = "A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects",
abstract = "We analyze governance in two contemporary nuclear power plant projects: Olkiluoto 3 (Finland) and Flamanville 3 (France). We suggest that in the governance of large multi-firm projects, any of the prevalent governance approaches that rely on market, hierarchy, or hybrid forms, is not adequate as such. This paper opens up avenues towards a novel theory of governance in large projects by adopting a project network view with multiple networked firms within a single project, and by simultaneously going beyond organizational forms that cut across the traditional firm-market dichotomy. Our analysis suggests four changes in the prevailing perspective towards the governance of large projects. First, there should be a shift from viewing multi-firm projects as hierarchical contract organizations to viewing them as supply networks characterized by a complex and networked organizational structure. Second, there should be a shift in the emphasis of the predominant modes of governance, market and hierarchy towards novel governance approaches that emphasize network-level mechanisms such as self-regulation within the project. Third, there should be a shift from viewing projects as temporary endeavors to viewing projects as short-term events or episodes embedded in the long-term sphere of shared history and expected future activities among the involved actors. Fourth, there should be a shift from the prevailing narrow view of a hierarchical project management system towards an open system view of managing in complex and challenging institutional environments.",
keywords = "Flamanville 3, Governance, Large project, Multi-firm project, Nuclear power plant project, Olkiluoto 3, Project network",
author = "Inkeri Ruuska and Tuomas Ahola and Karlos Artto and Giorgio Locatelli and Mauro Mancini",
year = "2011",
month = "8",
doi = "10.1016/j.ijproman.2010.10.001",
language = "English",
volume = "29",
pages = "647--660",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "6",

}

RIS (suitable for import to EndNote) - Lataa

TY - JOUR

T1 - A new governance approach for multi-firm projects

T2 - Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects

AU - Ruuska, Inkeri

AU - Ahola, Tuomas

AU - Artto, Karlos

AU - Locatelli, Giorgio

AU - Mancini, Mauro

PY - 2011/8

Y1 - 2011/8

N2 - We analyze governance in two contemporary nuclear power plant projects: Olkiluoto 3 (Finland) and Flamanville 3 (France). We suggest that in the governance of large multi-firm projects, any of the prevalent governance approaches that rely on market, hierarchy, or hybrid forms, is not adequate as such. This paper opens up avenues towards a novel theory of governance in large projects by adopting a project network view with multiple networked firms within a single project, and by simultaneously going beyond organizational forms that cut across the traditional firm-market dichotomy. Our analysis suggests four changes in the prevailing perspective towards the governance of large projects. First, there should be a shift from viewing multi-firm projects as hierarchical contract organizations to viewing them as supply networks characterized by a complex and networked organizational structure. Second, there should be a shift in the emphasis of the predominant modes of governance, market and hierarchy towards novel governance approaches that emphasize network-level mechanisms such as self-regulation within the project. Third, there should be a shift from viewing projects as temporary endeavors to viewing projects as short-term events or episodes embedded in the long-term sphere of shared history and expected future activities among the involved actors. Fourth, there should be a shift from the prevailing narrow view of a hierarchical project management system towards an open system view of managing in complex and challenging institutional environments.

AB - We analyze governance in two contemporary nuclear power plant projects: Olkiluoto 3 (Finland) and Flamanville 3 (France). We suggest that in the governance of large multi-firm projects, any of the prevalent governance approaches that rely on market, hierarchy, or hybrid forms, is not adequate as such. This paper opens up avenues towards a novel theory of governance in large projects by adopting a project network view with multiple networked firms within a single project, and by simultaneously going beyond organizational forms that cut across the traditional firm-market dichotomy. Our analysis suggests four changes in the prevailing perspective towards the governance of large projects. First, there should be a shift from viewing multi-firm projects as hierarchical contract organizations to viewing them as supply networks characterized by a complex and networked organizational structure. Second, there should be a shift in the emphasis of the predominant modes of governance, market and hierarchy towards novel governance approaches that emphasize network-level mechanisms such as self-regulation within the project. Third, there should be a shift from viewing projects as temporary endeavors to viewing projects as short-term events or episodes embedded in the long-term sphere of shared history and expected future activities among the involved actors. Fourth, there should be a shift from the prevailing narrow view of a hierarchical project management system towards an open system view of managing in complex and challenging institutional environments.

KW - Flamanville 3

KW - Governance

KW - Large project

KW - Multi-firm project

KW - Nuclear power plant project

KW - Olkiluoto 3

KW - Project network

UR - http://www.scopus.com/inward/record.url?scp=79960054401&partnerID=8YFLogxK

U2 - 10.1016/j.ijproman.2010.10.001

DO - 10.1016/j.ijproman.2010.10.001

M3 - Article

VL - 29

SP - 647

EP - 660

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 6

ER -