In an earlier paper, we showed that the value of shadow prices depends on how the government contemplates re- equilibrating the economy to the perturbation associated with any project, except in the extreme case where the government has chosen all policy instruments optimally. Only under...

We use a large project-level dataset to estimate the length of the planning period for commercial construction projects in the United States. We find that these time-to-plan lags are long, averaging about 17 months when we aggregate the projects without regard to size and more than 28 months...

We study how funding agencies should set budget caps for competitive grants. We show that budget caps influence the researchers' submission strategy and, in particular, whether they steer their project choice towards the agencies' favorite projects, and the level of funds they request. The...

Megaprojects to deliver public infrastructure are said to perform terribly, yet governments continue to initiate them. Though irrationality and biases may play some role, there may be other explanations for these decisions. By building on Hirschman's Hiding Hand and Flyvbjerg's concept of...

In this study, we seek to conceptualise multi-dimensional impacts of infrastructure investment through case studies of three nationally significant highways programmes in England. We use system thinking principles to characterise socioeconomic and policy impacts that may emerge from the...

The relationship between gender equality and diversity practices and their impact on gender diversity in project-based organizations has delivered mixed research results. Policies abound but the implementation of diversity practices has received limited research focus. The quality of the...

This paper proposes a framework for a collaborative environment formed by a University Research Centre (URC) in Project Studies and external organizations. The framework resulted from a literature review process enriched with empirical data from twenty-eight semi-structured interviews with...

Team resilience is a critically essential contributor to team effectiveness. However, the impact of team resilience on project management success has been little studied. This article aims to investigate the influence of team resilience on project management success in the context of information...

The global health crisis caused by the COVID-19 pandemic led to disruptions and challenges across many business sectors, including the construction industry. A serious ramification of the pandemic on the construction industry was an increase in the number of project schedule delays that affected...

Shared leadership is a complex phenomenon as it is a dynamic, interactive, and cyclic process that is shared among several team members at different times. The focus of research on shared leadership is on the preconditions and consequences of shared leadership, but little is known about the...