This is a thesis about enhancing the management of sustainability opportunities during front-end development in infrastructure projects from the perspective of engineering consultancy firms. This thesis provides insights and guidance for project stakeholders to manage sustainability-related ambitions and ideas. Through empirical research within the Dutch infrastructure sector, this thesis has successfully identified the current landscape, key enablers and barriers to sustainability opportunity actualization. Combining these findings with theoretical analysis, the research develops the Sustainability Human-Centered Implementation Framework for Transition (SHIFT), a structured approach to improve the management and actualization of sustainability opportunities. The framework includes operational guidelines, validated through focus groups with highly experienced industry experts in the Netherlands. The implications of this research are to work towards a more sustainable construction environment and enhance the successful actualization of sustainability opportunities.

Flood resilience in the Global South remains hindered by the direct transfer of technocratic frameworks from the Global North, which often overlook local socio-geographic contexts. This mismatch creates a resilience deadlock, where rigid, top-down approaches fail to produce sustainable or inclusive outcomes. This thesis investigates how paradoxes emerging from frugal innovation, defined as low-cost, adaptive and community-driven solutions, can help overcome this impasse. Using the Dynamic Equilibrium Model (Smith & Lewis, 2011), the research frames flood resilience as a system of competing but interdependent tensions: . A qualitative methodology was employed, combining literature review with 19 semi-structured interviews from stakeholders across eight countries. Grounded theory coding was used to identify patterns and build a theoretical framework. The study then introduces the concept of Legitimacy Convergence, arguing that frugal innovations become impactful only when they simultaneously achieve technical, institutional, financial and social legitimacy. When any one of these is lacking, innovations risk remaining marginal or short-lived. This framework is validated through a comparison of the 2024 Rio Grande do Sul floods in Brazil with Odisha’s successful resilience model in India. Ultimately, the thesis proposes a governance-sensitive approach that embraces paradoxes rather than eliminating them. It demonstrates how frugal innovation, when properly legitimized and institutionally supported, can help transform resilience planning in the Global South.

Construction planning often involves comparing multiple execution scenarios to identify the most effective approach. In practice, this process relies heavily on the planner’s experience and intuition, making decisions difficult to substantiate. This study addresses the question: “How can construction planning scenarios of high-rise apartment buildings (<70m) be effectively compared to support data-driven decision-making in the Netherlands?” Using the Design Science Research method, the study investigates the challenges planners face and explores how construction scenarios can be evaluated more systematically. The aim is to develop a framework and design a tool that supports holistic, effective, and data-driven comparisons of construction scenarios.
Through a literature review and 13 practitioner interviews, six key factors were identified as essential for scenario comparison. These include cost, time, resources, risk, sustainability, and cash flow. These factors and their methods of incorporation were included in the framework. A decision-support tool was designed to operationalise the framework. It largely automates the comparison process, incorporates familiar visualisations, and allows planners to input project-specific scenarios. To improve comparability, the tool applies two optimisations: crane allocation (resource-based) and float-based task shifting (technique-based). Each scenario is evaluated under near-optimal conditions using a full, or rule-based, exhaustive search, reducing inefficiencies and focusing comparisons on strategic differences. Validation showed the tool aligned with planners’ working methods and mostly improved the speed and quality of scenario analysis.
The research demonstrates that the developed framework and tool improve scenario comparison by supporting quick, transparent, well-substantiated decisions. Optimisation ensures fair comparisons, and the use of familiar visuals improves usability and communication. Further development and real-world application are recommended to refine the tool and increase adoption. Future research is based on the limitations and could extend the approach to other project types, phases, or stakeholders.

This thesis investigates how the management of interdependencies between the client and the contractor can enhance risk mitigation strategies in complex construction projects. In practice, many risks do not originate from isolated technical failures, but from misaligned responsibilities, conflicting goals, and a lack of coordination between project stakeholders. These interdependencies influence how decisions are made, how risks propagate, and how effective mitigation strategies ultimately are. While traditional risk management approaches focus on identification and responsing on risks, they often overlook the systemic nature of interdependencies that shape project outcomes.

To address this gap, the research combines two theoretical models to develop a structured framework. The TOE framework is used to categorise the cause and manifestation of complexity into technical, organisational, and external sources, while Perrow’s Normal Accident Theory is applied to assess the level of coupling and interaction between these components. This dual approach allows for a detailed analysis of how different types of interdependencies affect risk exposure and governance needs.

The framework is applied in two completed infrastructure projects through a mixed-methods approach, combining cash flow analysis, project documentation review, and semi-structured interviews. Six key events were identified and analysed to assess how interdependencies were managed in practice and which governance structures were applied.

The findings show that clients typically rely on centralised governance structures focused on control and compliance, whereas contractors operate in more dynamic conditions that require flexible, decentralised responses. This structural misalignment often leads to delays, decision-making bottlenecks, and reactive risk management. Although hybrid governance was not explicitly implemented in the studied cases, the analysis suggests that such an approach could offer a promising solution. By combining strategic oversight with operational flexibility, hybrid governance would allow both parties to respond more effectively to complexity, better align their roles and responsibilities, and improve the overall quality of risk mitigation.

The thesis concludes that aligning governance models with the specific interdependency profile of a project leads to better risk management. It recommends early joint classification of interdependencies, broader stakeholder involvement in decision-making, and the use of trust-based mechanisms to complement contractual controls. These strategies can help project teams respond more effectively to complexity, interdependency and improve overall project performance.

This research investigates the emergence of regulatory voids in the diffusion stage of technological transitions, specifically in the context of hydrogen adoption in the Netherlands. The study explores the conceptual background of regulatory voids, identifies their characteristics, and assesses theoretical approaches to mitigating them. A case study on the hydrogen transition, supported by 20 stakeholder interviews, provides empirical insights into regulatory challenges and strategies for overcoming them and answer the main question:

“How can regulatory voids be adequately addressed concerning developing technologies related to hydrogen adoption in the Netherlands?”

Regulatory voids most critically emerge in the diffusion stage of technological transitions when mature technologies struggle to align with existing regulations. This misalignment creates delays in adoption and fragmented regulations. Within this stage, the regulatory void can be defined as the following: “when existing regulations fail to align with the requirements of a mature technology. Rather than an absence of regulation, these voids arise from outdated, fragmented, misaligned, or inconsistent rules and standards; leading to uncertainty, market barriers, and delays in technology deployment.”

The institutional theory is examined as a viable approach to addressing regulatory voids, emphasizing the interplay between regulatory, normative, and cultural-cognitive processes. These elements collectively support the establishment of adaptive regulations, enabling smoother technology integration. A case study and interviews highlight two critical regulatory voids in the hydrogen transition:
1. Void market development: arises due to an absence of demand incentives, leading to underutilization of hydrogen technologies despite their technical readiness.
2. Void infrastructure development: stems from delays in creating hydrogen transport networks, hindering industry growth. The study identifies bottlenecks, such as the delayed Delta Rhine Corridor (DRC), which prevents hydrogen supply chain integration across borders.

Strategies for addressing these regulatory voids include resource allocation across the supply chain, creating trust and transparency between stakeholders, strengthening public-private partnerships, clarifying regulatory frameworks, and enabling economies of scale. Infrastructure-related solutions involve developing European standards, allowing alternative transportation methods, resolving principal-agent issues in government agencies, and coordinating to facilitate cross-border hydrogen distribution. The research outlines overarching themes for addressing regulatory voids, including mission-driven approaches, alignment of economic and environmental objectives, and the facilitation of scalable technological development. The study finds that the absence of clear regulatory pathways hampers industry investment, highlighting the need for stable and predictable frameworks that minimize uncertainty.
The hydrogen transition provides valuable lessons for mitigating regulatory voids in other sectors. Trust and legitimacy among stakeholders are crucial for effective decision-making and regulatory coherence. Clear yet adaptable regulations ensure stability while accommodating evolving technologies. Regulator guidance in setting long-term goals and conditions with industry needs must balance transition processes. Enabling scalability during the diffusion stage allows continuous development cycles, accelerating transition progress.

In conclusion, addressing regulatory voids requires a structured approach that combines institutional legitimacy, adaptive regulations, and collaborative governance. By encouraging trust, regulatory clarity, and coordinated market incentives, stakeholders can facilitate the effective adoption of emerging technologies, ensuring that regulatory conditions evolve in tandem with technological advancements.

The construction sector is essential for societal functioning yet faces significant challenges, including shortages in physical and human resources, extensive material and energy use, and low productivity growth. The Dutch construction industry, in particular, is grappling with a housing deficit, rising construction costs, and restrictive nitrogen policies. Additionally, a complex situation with infrastructure rehabilitation, known as the V&R challenge, demands immediate attention. This research focuses on the rehabilitation of bridge infrastructure assets, many of which were built in the 1950s and 1960s and now require renovation or replacement. The surge in demand for these activities is expected to surpass the current supply capacity, necessitating a transition in infrastructure project execution towards industrialisation.

The study analysed the concept of industrialisation in the Dutch bridge infrastructure context, aiming to understand how innovations and sector characteristics influence the potential for an integrated industrialised value chain. Using a qualitative methodology, the research employed the Technological Innovation Systems (TIS) approach, supported by semi-structured interviews. The findings indicated that while numerous innovations could contribute to industrialisation, no singular combination ensures an industrialised value chain due to contextual factors. A proposed framework, the Industrialised Infrastructure Construction (IIC), outlined conditions necessary for a functioning industrialised system, including continuity of demand, standardisation, and long-term relations, amongst others.

The TIS analysis identified several systemic barriers: lack of upfront coordination and long-term planning, insufficient support for innovation and knowledge exchange, a conservative culture in a competitive sector, and insufficient interdisciplinary collaboration. Addressing these barriers through policy instruments and organisational strategies is crucial for fostering transition efforts. Further research is recommended to validate the IIC framework and explore the cultural impacts on sustainable innovation. Practical recommendations emphasise the importance of interdisciplinary collaboration and long-term commitment to standardisation for all actors involved in bridge rehabilitation.

There is no argument against the need to achieve other value types in infrastructure projects to meet the actors' expectations and broader organizational goals. The value engineering approach, later adjusted under the term 'value management,' achieves desired functions at the lowest cost through a set of workshop activities. Integrating value engineering with benefits management could expand what value means and identify additional value. However, benefits management has limited applicability to infrastructure projects due to inconsistent definitions and perceptions regarding value creation as well as its literature lacks an understanding of the appropriate governance mechanisms. Consequently, this study aims to explore how integrating value engineering with benefits management can help practitioners consider value more holistically in infrastructure projects by answering four sub-questions that aim to explore value engineering and benefits management, conceptualize governance mechanisms, assess how value engineering is currently conducted in built environment projects, and identify steps practitioners can take to expand the integration of these methods.

The cases' workshop activities were structured into seven phases: preparation, information, function analysis, creative, evaluation, development, and presentation. The governance mechanisms used included coordination, building-capability, goal-setting, monitoring, and roles & decision-making. Based on both theoretical and empirical results, the developed project governance process involves several workshop activities and governance mechanisms, where value is defined in terms of impact and then working backwards through a multi-phase process. The process is divided into the following phases: usefulness & necessity phase, preparation phase, information phase, outcome and impact analysis phase, creative phase, evaluation phase, development phase, and presentation and reporting phases. A visual representation of this process can be seen in Figure 4.1 in the original document. Once developed, a workshop confirmed its feasibility for implementation because all phases were clearly explained. Experts' recommendations included linking these phases with work packages, conducting risk analysis before the "creative phase," and making it more visually appealing through a flowchart full of icons or colors to help technical actors better understand it and thus make it more practical.

Integrating the benefits management and value engineering approaches can be achieved by incorporating them into the already-established value engineering multi-phase process. This requires considering all scales along which value evolves, starting from impact, and evaluating them once identified. By doing so, actors are equipped to take more parameters into account, mitigating the uncertainty between expected and realized value. Additionally, governance mechanisms play a crucial role in aligning all actors' expectations towards achieving high-value goals by bringing them together towards a shared goal.

The Dutch infrastructure sector faces significant challenges in investment decisions
under uncertainty, particularly in large-scale projects with long lifespans and high sunk costs.
Traditional methods like Cost-Benefit Analysis (CBA) often fail to account for the value of
flexibility and strategic options, such as deferring, expanding, or abandoning projects in
response to changing conditions. This research examines the Real Options Approach (ROA) as
a complementary method to enhance decision-making in this context. Originating from
financial economics, ROA provides a framework for valuing and managing strategic
investments by recognizing the intrinsic value of flexibility in uncertain environments. The
study assesses the current use of ROA in the Dutch infrastructure sector, identifying barriers to
its adoption and potential enablers. Through literature review and empirical research, including
interviews with key stakeholders, the research highlights the practical challenges and
opportunities associated with implementing ROA. Findings suggest that while ROA is
theoretically appealing, its practical application in the Netherlands is limited due to entrenched
standardized decision-making processes and the significant influence of political
considerations that often prioritize short-term gains. Additionally, there is a widespread lack of
familiarity with ROA, and it is perceived as complex, requiring substantial time and financial
resources. To enhance ROA adoption, the research recommends effective communication to
raise awareness of its benefits, targeted training to build stakeholder competence, and the
simplification and standardization of ROA processes with clear documentation. Moreover,
fostering a cultural and organizational shift towards flexibility and adaptability, along with the
gradual integration of ROA into decision-making, is essential. These measures are crucial for
bridging the gap between ROA's theoretical potential and its practical application, leading to
more informed, flexible, and resilient investment decisions under uncertainty.

Innovative projects have a high failure rate, which is costly in terms of wasted raw materials and technical resources if the facility does not operate. In this master's thesis, the applicability of modular design for reusing the equipment is evaluated in an effort to decrease this waste and improve the circular market.
To encourage businesses to employ modular design and reuse the equipment in their projects, multiple suggestions are offered. One of the most important first steps for adopting this method seems to be raising awareness and developing a culture where new ideas are encouraged and accepted.

This master's thesis sought to explore the influence of an interactive strategy map on employees' strategic understanding. The objectives of the research were to firstly conceptualize and develop an interactive strategy map, secondly, analyse how employees across the organizational hierarchy interacted with the map, thirdly, to measure employees change in strategic understanding resulting from interacting with the map. To accomplish these objectives the research employed a qualitative approach of data acquisition and analysis, utilizing literature reviews, questionnaires, and user interaction interviews to evaluate the influence of the developed interactive strategy map. To give the map interactive dashboard properties, it was developed in Microsoft PowerBI. The development of the interactive strategy map utilized principles of a research-through-design approach. An initial design draft was created and subsequently customized. This was followed by the generation of a prototype, which was further refined through feedback obtained from user experience interviews. Finally, validation was achieved through the use of Likert-scale questions in questionnaires. The final map featured an array of filters, allowing users to gain additional insights into the strategy content. These filters not only facilitated a deeper understanding of the strategy map framework but also allowed users to personalize and refine the content to align more closely with their specific needs and objectives.

The qualitative results showed that operational management was focused on the overall vision and strategy; middle management was focused on specific tasks and objectives; Senior management was interested in the translation of corporate strategy to business strategy. The Likert-scale results demonstrated that senior management had the highest increase in their “need to understand strategy”, and the operational level had the highest increase in “strategic understanding”. Middle management only reported a slight increase in strategic understanding. Overall, each level highly agreed that the interactive strategy map is an effective tool for strategy communication and mentioned they would use the tool monthly depending on how frequently the content is updated.

In summary, this research concludes that the strategy map, as well as the process of including employees in its development, is an effective way of increasing strategic understanding. Additionally, using a new strategy framework identifies inconsistencies in the existing strategy, thereby increasing coherence in the strategy. Furthermore, including feedback from employees throughout the organizational hierarchy increases strategy cohesion. Lastly, the inclusion of interactive filters and colour coding in a strategy communication tool not only invites inquiry into the strategy, but also makes it more tangible to employees.

Sustainability has gained significant importance in the building industry due to its impact on energy consumption, resource utilization, waste generation, and CO2 emissions. The responsibility for ensuring sustainable building construction often falls on project managers, tasked to lead teams and successfully deliver building projects. Project managers face various barriers when it comes to integrating sustainability during the design phase, leading to the dilution of sustainability goals and ambitions. The dilution is often attributed to the persistent focus on the traditional success criteria of delivering a project on time, within budget, and quality.

This research aims to explore and understand how project managers can use their appointed position to influence project teams toward safeguarding sustainability goals and ambitions. A qualitative research approach combines a review of relevant literature with a multiple case study to collect data from theoretical and practical sources. A conceptual framework, the Sustainability Safeguarding Framework, is developed identifying three critical aspects: authority, accountability, and affective influence, which addresses the dual role of project manager and leader in safeguarding sustainability. In the multiple case study, project managers and design team members from two selected cases are interviewed to gain practical insights into these three aspects.

Findings and discussion reveal that project managers employ authority, accountability, and affective influence during the project’s design phases to safeguard sustainability. However, their influence is sometimes limited by barriers, those identified in existing literature, and newly identified ones, such as organizational barriers and unintended effects arising from sustainability assessment tools and subsidy schemes. Furthermore, a strong relationship is observed between actively promoting sustainability and successfully safeguarding or surpassing sustainability goals and ambitions.

To effectively safeguard and promote sustainability goals and ambitions, project managers are recommended to use their authority to prioritize sustainability in the design team and among stakeholders; by having influence on design team selection, the appointment of sustainability experts/advisors, and providing them with the necessary platform, communication channels, and involvement to guide and support the team and client. Plus, taking accountability for sustainability (on top of other project responsibilities) and, by contractually organizing all sustainability goals and ambitions, and allotting roles and accountability to the team members. Furthermore, employing affective influence– involving sustainability advisors – to promote and embed a sustainability mindset within the design team and stakeholders, thus cultivating ownership, motivation, enthusiasm, ambition, and social value through collaborative efforts and effective communication. Establishing a positive and safe work environment, project managers can make a significant impact on sustainability.

The design team, stakeholders, and the project will benefit through the project manager’s effective use of authority, accountability, or affective influence. The Sustainability Safeguarding Framework can guide the project manager´s preparation and management of the design phase. This research provides further recommendations for implementation and future academic research in accordance with the recommendation to give sustainability criteria an equal position alongside the traditional criteria of cost, time, and quality.

This master thesis is focused on developing a comprehensive decision-making framework for the bidding process of innovative projects in the EPC industry. The research explores the current literature on the bidding process, risks, uncertainties, managing risks during the bidding process, and decision-making. It identifies EPC contractors' internal and external challenges and provides insights into overcoming them. The research also assesses the risks associated with EPC contractors and provides recommendations for risk mitigation. One of the significant challenges in deciding whether to fund innovative projects is assessing the innovativeness level of the project. This assessment is crucial because more innovativeness means more unknowns and risks. Additionally, human factors play a significant role in decision-making since risks perception can vary from person to person. Therefore, a decision-making framework that encompasses all the factors involved in the bidding process for innovative projects is necessary. This thesis addresses three research questions: (1) How do you manage risks in the bidding process for innovative projects in the body of knowledge? (2) how are decisions taken during the bidding process by EPC contractors? Furthermore, (3) what are the challenges and opportunities for improving decision-making? Finally, the thesis proposes a new decision-making framework that integrates innovativeness assessment in the decision-making process by considering all the factors around such decisions.

The present study attempts to explore the concept of reverse mentoring at a project level within construction, perceiving it as that process who supports learning from someone subordinate to someone superior on the basis of a power difference relationship between a team member and a team leader. So far, the existing literature has emphasized on the concept’s application within companies at a wide range of different sectors with the benefits being overwhelming for both reverse mentoring participants and the organization as a whole. However, they do not examine it within the project context. Not only does the present work, places reverse mentoring into that unexplored area, but focuses specifically on construction projects since their growing complexity and their entrance into the fourth industrial revolution, increase the need of project managers to shift their focus from the traditional project management tools and techniques that drive only productivity, towards new practices that target human development and team performance improvement. Therefore, the main goal of the current research is to explore the model’s applicability in construction projects and gain understanding of the possible model’s contribution to the team members’ and the team leaders’ development and the overall project team effectiveness.

A qualitative research approach with the use of fifteen semi-structured interviews with team leaders and team members of different construction project teams was adopted in order to achieve the target goal of this study. Some of the main results are related to the way the model can be implemented in practice, suggesting important decisions and actions that need to be taken during the whole reverse mentoring process. Moreover, it has been identified that the reverse mentoring concept can positively influence the nine out of fifteen, recognized by literature, elements of highly effective construction project teams. These positively influenced factors are; communication, decision making, conflict solving, team leadership, quality relationships, team composition, soft skills, goals & objectives as well as mutual trust, commitment & shared values.

The fact that the added value of reverse mentoring to the overall project team effectiveness based on the conducted interviews concerns the nine out of fifteen elements of highly effective construction project teams, leads us to our main conclusion that reverse mentoring may not make a huge difference in overall project team effectiveness, requiring each project team to implement the idea, but at least it has a positive effect on the majority of team effectiveness factors. Therefore, it may be up to each project team to decide which factors need improvement and thus determine whether or not a reverse mentoring practice should be adopted. However, our suggestion in order to experience the maximum benefits of the model is to somewhat formalize a process that takes into account the implementation suggestions presented in the current study.

The construction industry is subjet to a wide range of uncertainties and risks. Although detailed risk management processes have been created, many projects still fail one or more of the initial objectives. This research looks into the influence of risk attitude on the risk amnagement process and provides practitioners with both a tool to observe risk attitude as well as an outline that can be used to monitor it. This aims to help decision-making and the achievement of project goals by limiting the negative inflence of te human factor.

Since the financial crisis of 2007, construction companies in the Netherlands have seen shrinking profit margins, due to for instance project and process success criteria that have been extended beyond economic objectives to include environmental and social requirements, increasing stakeholder requirements, disrupted supply chains due to global shocks, increased material costs and labor shortages. As part of the call for the continued professionalization of internal business processes, aimed at increased transparency and improved accountability, a holistic approach to risk management at the enterprise level has been on the rise to deal with cross-company risk. Enterprise Risk Management (ERM) is the leading paradigm for holistic company-wide risk management as it aims to bridge the traditional company silos and connect risk management, decision-making, company objectives and control structures.

Designing and developing an ERM system at a construction company requires a customized approach that strikes a balance between top-down and bottom-up information flows and diverse sectional interests while aligning vertical and horizontal risk management (RM) and internal control (IC) structures in order to sculpt an ERM system that is fit-for-purpose. In spite of efforts to the contrary, the academic literature shows however that ERM implementation can often result in decoupling (Arena et al., 2010). When this happens, ERM and RM processes are not integrated into work practices and are perceived as cumbersome tick-the-box exercises, contributing little to core tasks, and are seen as compliance and assurance controls for the benefit of external stakeholders that purport to achieve the “risk management of everything” (Power, 2004) which due to a lack of any real meaningfulness in the minds of practitioners leads in fact to the “risk management of nothing” (Power, 2009).

The integration of existing RM and IC practices into a company wide risk management system is no easy task. External frameworks such as COSO’s Enterprise Risk Management Framework (2004) offer prescriptive, idealized guidance that is difficult to translate to practice. The academic literature shows that contextual factors play a critical role in designing ERM systems and therefore the quality and influence of these factors must be identified and understood in order to shape ERM implementation in a specific setting. This study promotes the argument put forth by multiple authors such as Bresnen et al. (2004), Hsu et al. (2014) and Jack & Kholeif (2007) that the use of domain theory (i.e. theory on ERM and organizational culture) combined with social theory (i.e. theory from the field of sociology and behavioral sciencies) can offer a more complete view of the factors at play in this process. To this end, concepts from Giddens’ Structuration Theory (1984) have been used as sensitizing concepts in the analysis of the data. The central tenet of ST is the ‘duality of structure’ which examines the relationship between the ST idea of ‘structure’ (i.e. organizational structures of meanings, power and norms) and ‘agency’ (i.e. actions of organizational actors). In this study, the examination focuses on how decisions and resulting actions of the board and top management (ST agency) affects company risk culture and the design of formal ERM elements (together ST structures). The outcomes of this feedback loop can be observed in ERM and RM practices at different levels of the company though time. Analyzing ERM implementation in this way offers a view on how ERM and RM practices change or endure and lays bear the mechanisms that contribute to this...

The Netherlands has encountered significant cost overruns and failures in complex infrastructure projects. To address these challenges, Rijkswaterstaat, the primary authority for soil, road, and waterway management, is shifting from large DBFM (Design, Build, Finance, and Maintain) contracts to simpler, risk-sharing models. This strategic move aims to make projects more predictable and manageable.

Andringa et al. (2022) examined this approach using the Complexity Based Risk Assessment Method (CBRAM), which ties project complexity elements to objectives through risk breakdown structures and registers, establishing causal paths among these components. Their study highlighted the need for broader application of CBRAM to validate its effectiveness.

This research explores how project complexity assessments can improve risk assessment in Dutch infrastructure projects using CBRAM. Through a literature review, case studies, and thematic analysis of semi-structured interviews, the study applied CBRAM to four project phases: Renovatie Krammersluizen (tender), Selectieve Onttrekking IJmuiden (construction), IJboulevard (evaluation), and Zeetoegang IJmuiden (maintenance). These applications revealed critical complexity-risk relationships and identified key project milestones and risk factors. The findings demonstrated that even with data not initially structured for CBRAM, the method could uncover significant insights into complexity-risk dynamics, enhancing project teams' communication and decision-making capabilities.

Interviewees provided further insights into the practical application and theoretical underpinnings of CBRAM. They appreciated the formalization of risk relationships, which supports strategic planning and resource allocation. The value of multiple complexity assessments, particularly during dynamic phases like tendering, was emphasized. Additionally, the potential for incorporating different perspectives on project complexity, including those of clients, was recognized.

The study recommends integrating the improved CBRAM+ model into the Dutch infrastructure sector's risk management toolkit, as it offers a valuable perspective on risk assessment. CBRAM+ emphasizes recording risk ownership, allocation, mitigating measures, and residual risks, and enhances communication about complexity-risk influences. It is also suggested that CBRAM+ be tested in projects to evaluate its performance and in contexts where clients and contractors collaborate to explore and share risks, such as in new contracting forms like two-phase or Bouwteam.

This research is about the contribution of community engagement professionals (CEPs) to project result. CEPs focus mainly on stakeholder management but also have other responsibilities like permits, claim handling and cables and pipes detection. There are several studies on stakeholder management and its importance, however, there are no studies on how CEPs contribute to project results. This research distinguishes between three different levels in determining project success, these are output, outcome and impact. This research investigates how the vision and actions of CEPs, working for contractors, contribute to project outcomes. To investigate this, narrative interviews were done, with CEPs and stakeholders.

Based on these interviews, a general view of CEPs was determined. Furthermore, several categories were created. From these categories, three tasks CEPs perform and five actions CEPs do to accomplish these tasks, were established. Task 1 is “CEPs arrange permits", Task 2 is "Creating external stakeholder support" and Task 3 is "Connection internal and external stakeholders". Through these tasks, CEPs contribute to their vision on community engagement. The five actions implemented by CEPs can be linked to two of the three tasks of CEPs. Task 2 includes the following actions: "Engaging stakeholders early", "Stakeholder communication & needs gathering" and "Relationship building with stakeholders". Task 3 includes the actions: "Proactive stakeholder engagement & solution orientation" and "Project overview & intermediary". The literature study revealed that there are three perspectives CEPs can have. CEPs focused on task 1 and 2 have a project management perspective. CEPs focused on Task 3 see themselves as intermediary. Furthermore, the literature study revealed three different stakeholder management approaches. The actions associated with task 2 are done with a descriptive and instrumental stakeholder management approach. The actions done to perform task 3 are done from a normative approach.

By analyzing the tasks, perspectives, actions, management approaches together with considering which actions contribute to which level of project result, it could be concluded that the vision and actions of CEPs working for contractors did not contribute to project success at outcome level.

Sustainability has become a prominent term in policy-oriented research as an expression of what public policies seek to achieve (Kuhlman & Farrington,2010). It has been a developing idea, frequently receiving attention from society, governmental agendas, and the innovative field (Tamak,2017). Organisations are now rapidly taking steps towards incorporating sustainability in their activities and projects. However, even though there are guiding principles mentioned in the literature, practice reveals that organisations still have trouble in the long-term implementation of sustainability in projects (Kammerl et al., 2017; Stewart et al., 2016). One of the most difficult challenges TSOs (Transmission Grid operators) face in successfully integrating sustainable requirements in projects is translating high-level sustainability goals into quantifiable and measurable sustainability aspects.The main aim of this research is to develop a framework for managing sustainability requirements in TSO projects. The objective of the research is to successfully reduce the gap present in managing sustainability requirements in TSO projects.This research is divided into three phases. Phase one is literature review, where an in-depth study regarding sustainability requirements from the context of TSO, organisations and projects was done. Phase two is emiprical research done through semi-structured interviews. This phase contributed towards understanding the current situation of sustainability requirement in TSO's projects as well as the uncertainties found. This is followed by phase three, which develops the framework. The sustainability requirements management framework is a goal oriented process and aims in translating ambitions into actions. The practicability of the framework is at the program level only, as this framework aims in aligning project sustainability requirements with the strategic ambitions, resulting in better sustainable performance. The framework also assists in understanding the benefits sustainability requirements gives when implemented well in the project.

Opportunity Management is a well-defined concept in the field of project management. However, at the same time, opportunity management is not practised very well. Under risk management, threats and opportunities are identified and managed. In practise, opportunities are overlooked while threats receive more attention. Numerous barriers to the practical use of opportunity management have been identified by researchers. Eight of the twelve barriers were found to be connected to organisational procedures and competencies. This study looked at competencies and took advice from entrepreneurs in an effort to overcome such barriers. This study aims to shed light on project managers' and entrepreneurs' perspectives on the competencies that could facilitate practising opportunity management and identify solutions to enhance opportunity management.

Project managers' and entrepreneurs' perspectives were compared using the Q-methodology. Q-analysis resulted in low cumulative explained variance (42%). The similarities and differences between the perspectives of project managers and entrepreneurs were examined in light of the Q-analysis findings. Entrepreneurial or shared competencies, such opportunity (s10), creativity (s4), and leadership (s8), received the highest overall ratings. The lowest rated competencies, in comparison, are self-management (s26), governance, structure, and processes (s7), and compliance, standards, and regulations (s2). Business developers entering a project in the conceptualisation phase found resourcefulness (s22), vision (s34) and personal communication (s12) more important. Whereas project managers are involved in the execution phase of a project, they found negotiation (s9), time (s33) and procurement (s16) more critical for opportunity management. Project managers' and business developers' differing perspectives are the result of (1) their involvement in different stages of the project and (2) their different project roles.

The difference in opinion can be overcome by increasing coherence between project managers and business developers. Project managers need to move their focal point to business oriented by fostering opportunities in alignment with the project portfolio, and opportunities in the direction of the project portfolio will help deliver portfolio benefits. According to this research, it is advised to involve the project manager in the project's conceptualization stage, and the business developer must continue to be involved during the project's initial execution stage. It will give both parties the chance to look at one another's work, gather ideas from one another, and develop a market opportunity that is viable enough to take advantage of. To identify opportunities, project managers must consider organisational strategy and portfolio benefits. Project managers should foster an environment where team members who are working in isolation can communicate and exchange ideas with people from different disciplines. Project managers need to educate their team members more about opportunity management, organisational strategy, and portfolio benefits.

This study aims to explore what design of ‘ba’, the Japanese concept which translates into ‘place’ or ‘space’ in English, facilitates effective knowledge creation in construction organisations. Although many scholars have investigated the field of knowledge management in construction organisations, few have focused on ‘ba’, where the knowledge creation process takes place (Nonaka & Takeuchi, 1998). ‘Ba’ is defined as ‘a shared context in which knowledge is shared, created and utilised (Nonaka et al., 2000)’, and ‘ba’ can be physical (e.g. meeting rooms), virtual (e.g. e-mails), and even mental space (e.g. shared values). Although ‘ba’ has been recognised as the essential part of knowledge creation, it is not fully clear what design of ‘ba’ can facilitate organisational knowledge creation better due to its ambiguity and intractability. Moreover, new ICT tools have emerged and used for ‘ba’ since the concept was first introduced in the 1990s, and the COVID-19 pandemic has accelerated the use of virtual environments in business. Also, few examined the impact of individuals’ traits such as generational differences in values and Belbin team roles on ‘ba’. Therefore, exploring ‘ba’ in accordance with the above aspects can contribute to enhancing knowledge creation in organisations.
This research is divided into three parts: literature study, qualitative data collection and analysis, and recommendations. In the literature study, the conceptual model of ‘ba’ is reconstructed based on the extant literature in order to clarify the nature of ‘ba’. The model suggests the nature of ‘ba’ is “a shared space given meaning by inter-subjective relationships and inter-corporeal relationships”. Moreover, the four categories of enabling conditions that stimulate ‘ba’ are identified, namely social/behavioural, cognitive/epistemic, information systems, and strategy/structure.
Subsequently, the empirical data obtained by semi-structured interviews with East Japan Railway Company show both physical and virtual ‘ba’ are used in the organisation. Comparing physical ‘ba’ with virtual ‘ba’, most informants described that physical ‘ba’ that allows face-to-face communication is appropriate for knowledge creation activities. Sharing the physical space allows participants to convey their ideas adequately with inter-corporeal interaction. As the construction industry heavily depends on tacit knowledge due to its intrinsic nature, the environment where tacit knowledge conversion is easily taken place is considered effective for knowledge creation. Also, focusing on individuals’ characteristics specifically generation differences and Belbin orientation, these variables do not affect the perception of ‘ba’ that facilitates knowledge creation. On the other hand, organisational tenure may indirectly influence the perception of ‘ba’ since most of the interviewees have worked for a long time within the same organisation and the organisation’s values and philosophy can be steeped in their minds as their tenures increased.
Finally, recommendations were developed to facilitate the knowledge-creating process by combining the results of the literature study and empirical study. The following three key recommendations were proposed: design 'ba' with corporeality; complement the lack of corporeality; Clarify the meaning of ‘ba’.