In recent years, municipalities have been recognised for their crucial role in protecting cities from climate change impacts by adopting mitigative and adaptive strategies to enhance climate resilience. However, anchoring these strategies demands multiple interventions, which are often hindered by the current siloed organization of departments and disciplines. An integrated infrastructure design approach (IIDA) can co-create a process that converges sectors, disciplines, and actors’ interests to tackle this challenge. To this end, this research explores how municipalities can effectively implement IIDA to enhance climate-resilient infrastructures. The city of Rotterdam served as a case study involving a thematic analysis of 21 interviews with internal actors of the municipality. This study identified 19 key factors influencing a municipality’s effectiveness in using an integrated design approach to enhance climate resilience. These influential factors belong to six different dimensions: Human Capacity, Organisational Culture, Governance, Communication, Project Development Process and Finance. The findings suggest that it is essential that actors within municipalities have soft skills such as proactivity and open-mindedness for collaboration. Furthermore, it is necessary to foster an innovative and collaborative culture to enable the development of pilot projects. This, in turn, helps update standards and scale up implementation by aligning integration at the three management levels: strategic, program, and project. Based on the findings, we recommend establishing a multi-dimensional baseline, setting up a communication strategy and tools, build human and institutional capacity through pilots and living labs. This can help municipalities implement an integrated infrastructure design in their organisation, offering a promising future in designing climate-resilient infrastructures.

In the face of climate urgency and rapid urban change, buildings must become more adaptable to extend their lifespan and reduce environmental impact. Yet, adaptability is often undermined by project delivery methods (PDMs) that are not well equipped to manage, plan, and deliver long-term lifecycle requirements, even though in terms of design, it is technically possible, particularly in modular construction. This research examines how PDMs can be restructured to enhance building adaptability. Using a comparative case study of two Dutch modular projects (a campus office expansion and a relocatable housing development) this study applies a Design Structure Matrix (DSM) and RACI framework to analyze the alignment of technical design, process workflows, and stakeholder roles. The analysis reveals a critical socio-technical misalignment: while modular systems provided technical capability, adaptability was consistently compromised by process-related barriers, including delayed technical coordination, missing lifecycle documentation, and unclear post-use accountability. Findings are synthesized into a structured delivery framework that integrates disassembly planning, modular reuse logic, and iterative feedback loops from the project's outset. This research provides a practical approach for project managers to proactively structure delivery for adaptability. It contributes to the field by demonstrating that successful adaptability is not merely a technical feature but an output of a holistic alignment of the project delivery system.

The construction sector remains one of the most inefficient and unsustainable industries, due in part to the chronic failure to learn from past projects. Within infrastructure contracting, learning is further hampered by project isolation, staff shortages, and commercial pressures. These conditions make it difficult to evaluate past performance and embed lessons into future cost estimation. This study's objective is to explore how learning from previous projects can improve the accuracy of cost estimation, by analyzing current practices, identifying barriers and enablers, and recommending strategies. Drawing on 23 interviews in the Dutch road sector, the research identifies time pressure, leadership priorities, and fragmented responsibilities as key barriers. Teams consistently prioritize preparing new bids over evaluating completed work, leaving little room for structured reflection. Revenue targets and skilled personnel shortages further reduce the time and capacity available for learning. While an open and collaborative team culture enables informal knowledge sharing, such exchanges rarely extend beyond individual projects. The study examines how leadership influences this dynamic, finding that while managers express support for learning, operational pressures often override reflection. Leaming remains spontaneous unless visibly prioritized & structurally planned. To analyze where and how learning breaks down, the paper applies the multi-level learning framework for project-based organizations (PBO's) treating projects as temporary organizations embedded in a wider coordinating structure. Based on this lens, the study introduces a seventh learning process; "Iterating", to capture dynamic loops of reflection, adjustment, and knowledge integration during project execution. The findings offer insight into what it takes to institutionalize learning in fast-paced project environments: leadership that creates space for reflection, routines that embed feedback into project delivery, and cultural trust that enables open exchange.

In de ambitie de uitstoot van broeikasgassen te verminderen is een centrale rol weggelegd voor groen beton, met een aanzienlijk kleinere CO2-voetafdruk dan gewoon beton [1]. Om een sectorbrede overstap naar dit materiaal mogelijk te maken, moeten economische, institutionele, sociale en technische obstakels worden overwonnen [1, 2 en 3]. Op de TU Delft is de dynamiek rondom deze betontransitie in Nederland onderzocht. Dat onderzoekt richtte zich op hoe opdrachtgevers de integratie kunnen versnellen. Daarbij zijn drie casussen geanalyseerd.

Infrastructure projects are undertaken as public–private partnership (PPP) projects to increase the capacity for delivering multiple projects and to bring in the expertise of the private sector. There is a need to investigate whether the community perception of an infrastructure project delivered in PPP mode differs from a similar project delivered in non-PPP mode. To address this gap, we contrast the social media exchanges of the Hyderabad and the Kochi metro rail project in India. The community in both megaprojects was concerned about accidents, parking charges, and operational issues and accepted the focus on sustainability and inclusivity. Public perceptions on social media showed that the PPP project attracted more targeted criticism – particularly concerning fare structures and operational issues – often directed specifically at the private partner rather than the government. The research shows how listening to the community through social media can help structure better PPP and non-PPP megaprojects and create more societal impact.

Studies of projects, project-based organisations and project organising have reached a pivotal juncture, marked by an increasing need to innovate methodologically. Project research has traditionally been dominated by survey-based quantitative approaches aimed at measuring variables and identifying statistical patterns across large samples. While these methods have advanced the foundational body of knowledge in project management, they are increasingly critiqued for their limitations in accessing the depth and complexity of lived project experiences (Green and Sergeeva, 2019). Early survey instruments often relied on close-ended, pre-categorised items, factor-based approaches, offering minimal scope for respondents to elaborate on meanings or experiences (Lupton, 1993). As project contexts become more complex, dynamic, and socially embedded, this limitation has stimulated a methodological turn in project studies towards more qualitative, interpretive, and context-sensitive research approaches. There is a need for more and novel methods which could capture the diversity in projects and the different platforms that project stakeholders are active in. This Special Issue of Project Leadership and Society brings to the forefront the importance of novel research methodologies, methods, and data that can advance our understanding of projects and project organising in contemporary society. The objective is not merely to diversify the tools available to researchers but to reimagine how knowledge is produced in a field that is inherently interdisciplinary, practice-oriented, and deeply embedded in real-world challenges (Pink et al., 2010). The special collection of papers responds to long-standing calls for more reflexive, engaged, and multi-modal research practices in the social sciences (Pierce, 2008; Arino et al., 2016). [...]

Community engagement is pivotal for the success of infrastructure megaprojects, especially in the operations phase, where the community evaluates whether to use the service or boycott it. There is a need to understand what actions projects take for the cultural embedding of the project with stakeholders and how the community expresses their experiences in the modern era through social media. To bridge this gap, this study delves into social media exchanges during the operational phase of four metro rail projects in India—Chennai, Hyderabad, Kochi, and Nagpur—to understand their commonalities and inform future endeavors. The community in all four megaprojects accepted the focus on sustainability, cultural embedding, and inclusivity. The research underscores how attentively listening to the community via social media channels can facilitate the development of more effective megaprojects and generate greater societal value.

Migration is a defining feature of today’s world, shaping economies, cultures, and communities. In sectors such as construction renovation and textile repair, migrant workers contribute to sustainability practices, providing jobs that in the destination countries, citizens do not want or, more often, are not able to do. Yet, despite their contributions, migrant workers often face barriers to integration and recognition as skilled professionals. Depending on the context, migrants’ skills can be exploited/underpaid, scorned, underestimated, neglected but also recognized and valued.

Enhancing sustainability in construction is a challenging endeavour, as it requires close collaboration among multiple stakeholders within a turbulent environment. This challenge is further complicated by the existing power dynamics among these stakeholders. This study aims to explore the implications of stakeholder power dynamics for solutions designed to enhance construction sustainability. Through a review of peer-reviewed journals and conference literature, followed by thematic analysis of qualitative data, we found that stakeholder power dynamics substantially influence both the implementation and post-implementation phases of interventions intended to promote sustainability within construction projects. Additionally, the introduction of these initiatives often alters the dynamics of power within project networks, necessitating continuous monitoring and analysis of the power relationships among the stakeholders. Therefore, while it is crucial to assess how stakeholder power dynamics can inhibit or facilitate the implementation, it is equally important to understand how these power relationships will be affected post-implementation and how the new dynamics may impact the long-term sustainability of the solutions. Consequently, we identify stakeholder power dynamics as a key to sustainably win the sustainability game in construction.

In this article, we discuss the concept of safetywashing defined as the strategic practice of promoting, marketing, and branding of safety practices without full disclosure of negative information to improve the image of the organization. The research seeks to answer two questions: first, what are safetywashing strategies? Second, what are the effects of safetywashing strategies? To study this, 106 news articles relating to construction safety in India, as well as 439 reader comments on them, were systematically collected and their contents analyzed to compile multiple case studies which had evidence of safetywashing. We analyze multiple instances from these case studies to build theoretical insight into these strategies and their effects, using an approach anchored in a social exchange theoretical framework. We highlight different safetywashing strategies employed in the construction sector, such as safety as a project objective, explaining safety initiatives, associating with pioneers, as well as investing in safety. These strategies lead to accepting of organizations, prioritizing safety, and diverting focus, all of which have different implications for safety practice in the construction industry.

Innovative projects, such as those for flood protection in developing countries, are urgent, stakeholder intense, and need to be carried out even in contexts where sufficient governance frameworks are not in place. This research seeks to understand how innovative projects can be implemented in weak institutional contexts by focusing on managing stakeholders in the single in-depth case study of the implementation of the SLAMDAM innovative project in the Isiolo County in Kenya. Following the analysis of 12 semi-structured interviews with 27 different stakeholders and 7 observations of stakeholder interactions, we answer the following questions: 1) what are the challenges during implementation of the innovation projects in weak-institutional contexts? 2) how are these challenges addressed through strategies? 3) how can we theorize the relationship between challenges and strategies in weak institutional contexts? The challenges include community resistance, information fragmentation, disjoined efforts, and governance inefficiency. Theoretically, we highlight how ad-hoc workarounds are operationalized in weak-institutional contexts and how they can lead to lasting changes by building governance frameworks in the long term. Practically, this research offer valuable guidance for practitioners involved in innovative projects, particularly in developing countries with weak institutional frameworks.

In this article, co-authors Johan Ninan, Stewart Clegg, Ashwin Mahalingam, and Shankar Sankaran reflect on their research interests and the inspiration behind their recent article, “Governance Through Trust: Community Engagement in an Australian City Rebuilding Precinct,” found in the Project Management Journal.

Infrastructure projects undergo multiple changes throughout their lifecycle, adapting to new mobilities, technologies and environments. We build on the System of Systems (SoS) theoretical concept to understand the implications of such infrastructure transformations, specifically when projects move from a single purpose to hosting multiple functions. Using multiple case studies in Europe, we investigate which functions will likely be added to the original infrastructure and the rationale for adding these functions. Therefore, we expand upon the theoretical concepts of circularity, resilience, and social sustainability, wherein multifunctional infrastructure adapts, renews, and complements existing infrastructure.

As cities evolve, navigating the complex interplay between social and technical elements is crucial for achieving sustainable urban development. This paper uses a case-study approach and applies actor-network theory (ANT) to understand the sociotechnical complexities of urban transformation, with a specific focus on transport projects at the municipal level. ANT serves as a qualitative analytical framework to investigate the successful restoration of Catharijnesingel in Utrecht. Interviews with ten field experts have provided valuable insights into the transformation process, revealing the underlying paradigms at play. Specifically, this study used Michel Callon’s (1984) concept of translation to analyze how agency is enacted in decision-making processes. By focusing this research on actornetworks related to the theme of sustainable transport, the study has identified five transformation mechanisms involved in removing the 20th-century city highway and restoring the original canal, offering valuable lessons for similar projects in various contexts. This study contributes to the existing ANT literature by presenting a robust framework for analyzing actor-networks in transport infrastructure transformation projects, thereby opening new avenues for future research and practical applications in urban planning.

Large infrastructure projects can often cause disruptions with those outside the immediate project area experiencing negative effects. Twitter (now X) and its ensuing online firestorms are ways these project community make themselves heard and influence the project and its societal outcome. Using the case study of the High Speed Two large infrastructure project in the U.K., this article retrieves over 950 000 tweets regarding the project from 2013 to 2019, and using dynamic topic modeling classifies 10 instances of online firestorms over this period covering environmental impacts, legislative dynamics, budget of the project, performance of the project, etc. We then theorize how online firestorms are practiced in large infrastructure projects, discussing the different topics considered in them, their sociomateriality, their difficulty in sustaining, how they can be recreated with similar new issues, how it is used as a persuasive tool, how they can change the project, and how they can be used for risk management. The findings help project managers by enabling them to understand social risks in projects and take proactive steps in addressing them.

Infrastructure megaprojects have long been a subject of debate in relation to sustainability. These massive undertakings often result in inefficiencies during project delivery, affect local communities, and contribute to carbon emissions throughout their lifecycle (Söderlund, Sankaran & Biesenthal, 2017). However, there is room for these projects to better integrate into society and create more value for society (Ninan et al., 2023). As Johan Ninan argues in this blog, taking the Port of Rotterdam as example, infrastructure megaprojects can also serve as catalysts for sustainability by actively contributing to the achievement of multiple Sustainable Development Goals (SDGs).

Megaprojects combine multiple external stakeholders, and a common narrative is essential to drive the project among often conflicting objectives. The research project considers the single in-depth qualitative case study of the High Speed Two (HS2) megaproject in the UK to explore how narratives are mobilized through narrative instruments and processes. Since the focus is on narratives, 113 online news articles on the megaproject are systematically studied. A qualitative analysis using open codes and axial codes is employed to understand the narrative instruments and processes. The “talk the walk” strategy to improve the rigor in qualitative research is described. The use of power quotes and proof quotes to reduce the word count while not compromising on the trustworthiness of qualitative research is explained. Finally, the case offers guidelines on the use of online naturalistic data such as digital news media data to explore project management practice in the 21st century.

Under the rubric of project governance, governmentality has been defined as a general mode of governing people in projects, whether these projects are organized in an authoritarian, liberal, or neo-liberal mode in their approach to authority relations. We argue that governmentality is a specifically neo-liberal form of social integration, one that stresses the freedom of its subjects, and discuss how it extends governance beyond enforcing contracts and includes all stakeholders. Examples of governmentality in the modern era of projects are discussed as a proactive strategy conceptualized in five contexts in which the concept of governmentality, as governing through freedoms, has been applied in project ecologies. These include governance by contract, governance by alliancing, governance by influence, governance by co-optation, and governance by incorporation. The degree of governmentality in play increases through the sequence.

Managing the perception of project communities is critical to the success of infrastructure megaprojects. This study focuses on the Nagpur metro rail project in India to understand people's experiences and discourses in the pre-construction, construction, and operation phases. We use qualitative content analysis and open coding of the tweets from five years covering the lifecycle of the project to understand the discourses. The study identifies focus areas such as improving customer experience, sustainability, value for money, and embracing the local community. It also highlights the importance of effective communication and raising awareness to address community concerns throughout the lifecycle. The study provides a framework for using social media for community engagement over the megaproject's lifespan. This research can help megaproject management teams plan efficiently and create a positive perception of their projects.