This chapter presents a holistic investigation into construction culture from an organisation studies as well as project management perspective, mobilising the concept of toxic project cultures as a novel conceptual lens to explore new ways to transform the construction industry into a more dynamic, innovative, and socially responsible sector. All levels of culture will need to change, and to be effective, attention on the part of project leadership to the change process is required on an everyday basis. Inter-organisational strategic change projects can serve as 'temporary trading zones', in which actors from different organisations bring in different work practices, narratives, norms, and values, thus creating opportunities for experimenting, knowledge exchange, and changing behaviour. In these arenas, doing things in unusual ways should always be on the agenda, to unlearn ingrained routines. Unlearning involves very different cognitive processes to learning.

Infrastructure projects such as metro rails are being increasingly built in busy cities mainly to improve mobility and reduce congestion. However, assessment of benefits realized from these projects is complex. One reason for this is that promoters of these projects often misrepresent the projects' benefits to get them approved. Although some benefits from infrastructure projects can be measured using economic data, such data are insufficient for measuring social benefits. This article reports on an exploratory study on how social media could provide an opportunity to evaluate benefits qualitatively by analyzing tweets from metro rail projects in India and Australia. Although the analysis of tweets from these projects indicated that citizens who use these transport facilities report benefits, they do not seem to use the same terms as the project's promoters to describe these benefits. The article concludes with some suggestions on how social media can supplement current methods used in evaluating benefits from transport projects.

The literature on megaprojects are oriented towards ‘knowing’ the problems and ‘knowing’ the solutions, and there is a dearth in literature aimed at explaining strategies adopted in ‘doing’ or implementing that knowledge. Particularly, the literature highlights communication as important as part of the ‘knowing,’ while there is a gap in ‘doing,’ as performance improvements are still not evident. This research aims to explore how this knowing-doing gap in the communication of risk information was addressed by using 4D visualization. This article discusses the vent facility of a megaproject in Australia as a case study to illustrate the innovation. The 4D model developed for the facility helped the project team to visualize the construction of a critical part of the project, discuss the construction methodology, identify the risks in the construction process and persuade the non-technical decision-makers of the project to take appropriate action. The risks identified through the visualization covered safety, program, and interface risks. This study offers insights into the role of visualization in bridging the knowing-doing gap in the construction industry in the context of a megaproject.

External stakeholder support is critical to the success of megaprojects, necessitating strategic engagement, often using Information and Communications Technology (ICT). We conducted 30 semi-structured interviews with a megaproject team and analysed their social media communications with the project community. The findings show three ICT practices used for managing external stakeholders: visualisation, simulation and social mediatisation. Taking a sociomateriality lens we demonstrate how these practices are used for diverse unintended uses to manage external stakeholders. Anchored in a dimensions of power framework, we discuss how these ICT practices were strategically used for persuading, framing and hegemonizing external stakeholders in megaprojects. Theoretically, we highlight the role of ICT for managing external stakeholders over the current use of improving the competitive advantage of internal stakeholders. Practically, social media is used to articulate practices in all the strategic roles, positioning it in a role as a critical ICT tool for external stakeholder management in infrastructure megaprojects.

Infrastructure megaprojects straddle multiple stakeholder boundaries who have an interest in the project and are affected by the project. Multiple papers in the literature stress the need for holistic approaches to stakeholder engagement, as existing approaches only address the concerns of the noisy stakeholders. This research proposes an innovative approach in which Soft Systems Methodology (SSM) is used for understanding stakeholder concerns, complemented by the use of Theory of Inventive Problem Solving (TRIZ) for identifying innovative solutions to address conflicting stakeholder goals. The researchers simulated the stakeholder engagement of the Coimbatore metro rail project, in India, through a workshop setting in a classroom to check the feasibility of this approach for stakeholder engagement. The 15 participants of the workshop were divided into four groups representing different stakeholders of the project. Data was collected through participant observations by the authors and oral feedback from the participants. The results show that while SSM helped to capture the concerns and goals of each stakeholder, TRIZ helped to identify and dissolve conflicts among these goals through innovative solutions. The theoretical, practical and pedagogical contributions are highlighted.