Reconceptualising mega project success in Australian Defence : recognising the importance of value co-creation

Chang, Artemis, Chih, Ying-Yi, Chew, Eng, & Pisarski, Anne (2013) Reconceptualising mega project success in Australian Defence : recognising the importance of value co-creation. International Journal of Project Management, 31(8), pp. 1139-1153.

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Recent literature in project management has urged a re-conceptualisation of projects as a value co-creation process. Contrary to the traditional output-focused project methodology, the value creation perspective argues for the importance of creating new knowledge, processes, and systems for suppliers and customers. Stakeholder involvement is important in this new perspective, as the balancing of competing needs of stakeholders in mega projects becomes a major challenge in managing the value co-creation process. In this study we present interview data from three Australian defence mega projects to demonstrate that senior executives have a more complex understanding of project success than traditional iron triangle measures. In these mega defence projects, customers and other stakeholders actively engage in the value creation process, and over time both content and process value are created to increase defence and national capability. Value created and captured during and post projects are the key to true success.

Impact and interest:

15 citations in Scopus
12 citations in Web of Science®
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ID Code: 56527
Item Type: Journal Article
Refereed: Yes
Keywords: Project Success, Co-creation, Value
DOI: 10.1016/j.ijproman.2012.12.005
ISSN: 0263-7863
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Planning and Management (150312)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2013 Elsevier
Copyright Statement: This is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, [2013] DOI: 10.1016/j.ijproman.2012.12.005.
Deposited On: 21 Jan 2013 02:59
Last Modified: 24 Sep 2013 01:22

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