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Team C

Team C. Outline of the framework (A). According to: KATHLEEN M. EISENHARDT “Building theories from case study research” We put in place the following framework. EISENHARDT “Building theories from case study research”. Yin – multiple case study. GETTING STARTED. RESEARCH QUESTIONS

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Team C

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  1. Team C

  2. Outline of the framework (A) According to: KATHLEEN M. EISENHARDT “Building theories from case study research” We put in place the following framework

  3. EISENHARDT“Building theories from case study research”

  4. Yin – multiplecasestudy

  5. GETTING STARTED • RESEARCH QUESTIONS • 1) WHY DO MEGAPROJECTS PERFORMBEHAVE LIKE THEY DO? (BADLY) • 2) WHAT CAN WE DO TO MAKE THEM PERFORM BETTER?

  6. Project performancebehaviour? CRITERIA INDICATORS CAUSES

  7. GETTING STARTED A PRIORI CONSTRUCTS

  8. Developingthetheory Fulfilling the purpose makes project successful???? YES Whatabout “thetiangle”? For who? - FOR ALL!

  9. Developingthetheory • INDICATORS • Project acceptance is driver (indicator) for project performance • CRITERIA • Fulfillingthepurpose • Cost, time, specification • Benefits • CAUSES • Stakeholder number and relationships influence on how project is performed • Environment influence– external risks

  10. Project acceptance Definition Project acceptance is defined as acceptance by two major external stakeholder groups that are outside the government: A) Industrial acceptance -industry/industrial association/business associations and B) Social acceptance -citizens, environmentalist, NGOs, etc.

  11. Shaping hypotheses ITERACTIVE WAY (maybe one cycle) DEDUCTION INDUCTION

  12. Framework analysis Megaprojectbehaviour – HOW? Megaprojectbehaviour – WHY? Megaprojectbehaviour – WHAT TO DO? Purpose Stakeholder network Cost Time External Risks Spec. Benefits

  13. Selectingcases • Two groups – Energy and transport • Caseswithenoughinformation – 10 • Criteria for selection • Project acceptance • Themethod for caseselection (Eisenhart) • Looking for similarities • Looking for diversities √

  14. Selecting cases ? ?

  15. Shaping hypotheses ITERACTIVE WAY (maybe one cycle) DEDUCTION INDUCTION

  16. Selecting cases

  17. Analysis Framework

  18. Risks

  19. Enfolding literature WE DON’T GO INTO DETAIL WE CUT

  20. Closure (A) Project acceptance The typology of contract doesn’t affect the project acceptance. Stakeholder network complexity always occurs (megaprojects are complex by definition), but seems to have no so much impact on project acceptance. Project output performance (understood as Time, Cost , Quality) seems to be always weak but have no so significant impact on project acceptance Environment conditions (understood as legal, political as economic) have not much impact on project acceptance.

  21. Legal Disablers/Enablers • Enablers • Effective legal andpoliticalsupport • EU supportand Green politics(GG) • Strategicplanningprocessand legislative preventive measures, PPP law(HSP-P) • Disablers • Nonsupportiveandineffective legal environment • (F)rigidframework, • (E) delaysinregulatoryapprovalsdue to toomanyregulatoryentities, legislative change

  22. PoliticalDisablers/Enablers • Enablers • Green politics , EU supportenergy strategy "Energy 2020“(GG) • Disablers • Changeofpoliticalpartycanceledwhole project (HSP-P) • governed by the following Legal and Regulatory frameworks - 7 entities(E)

  23. EconomicalDisablers/Enablers • Enablers • EU fundings(GG) (HSP-P) • Emploimentdevelopement(E) • Disablers • Recession(GG)

  24. Recomendation In terms of Project acceptanceallvariablesconsideredseems to be no mucheffective. Ifwe take the projectacceptanceasmesure of projectperformace: a substantialrethinking must be put in placeabout the perspective from wichwe are regarding the megaprogect

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