Defining mega project success in Australian defence : a relation-based framework for value co-creation with project stakeholders
Chang, Artemis, Chih, Ying-Yi, & Chew, Eng (2013) Defining mega project success in Australian defence : a relation-based framework for value co-creation with project stakeholders. In 27th Annual Conference of the British Academy of Management (BAM2013) : Managing to Make a Difference, 10-12 September 2013, Aintree Racecourse, Liverpool, United Kingdom. (Unpublished)
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Defining success in mega projects has been a challenging exercise for Australian Defence. The inherent conflict between nation capability building and cost efficiency raises questions about how to appropriately define mega project success. 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 our earlier study reported interview data from three Australian defence mega projects and reported that those 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. We aim to develop a comprehensive theoretical model the capture the value co-creation process as a way of re-conceptualising success in mega projects. We propose a new framework redefine project value as multi-dimensional, contextual and temporal construct that emerges from the interactions among multiple stake holders over the complete project life cycle. The framework distinguishes between exploitation and exploration types of projects, and takes into consideration the requisite governance structures.
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|Item Type:||Conference Paper|
|Keywords:||Mega Project Success, Australian Defence Force, Project Stakeholders|
|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 Please consult the authors|
|Deposited On:||26 Nov 2013 02:22|
|Last Modified:||14 Mar 2014 02:51|
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