CHEN Hongquan;ZENG Saixing;SU Quanke
Antai College of Economics and Management, Shanghai Jiao Tong University;Antai College of Economics and Management, Shanghai Jiao Tong University;Hong Kong-Zhuhai-Macau Bridge Bureau
Infrastructure megaprojects are the lifelines of national economic and social development, acting as an influential platform to drive technological innovation. Different from corporate innovation, the innovative activities in megaprojects are more complex and have extended to divergent entities, shaping a dynamic and temporary organization structure. The megaproject organization presents characteristics of structural hybrid organizations where different entities operate megaprojects based on different logic, resulting in the compartmentalization of a megaproject organization into distinct spaces and high frequency of organizational conflicts. Megaproject innovation is faced with more complex environment and stricter constraints. However, the existing research is primarily carried out from corporate management, showing an insufficient explanation of megaproject innovation. Therefore, it is worthwhile to investigate the research questions of which innovation paradigm is more suitable for megaprojects and how to govern the megaproject innovation. Following the grounded theory methodology, this paper collected and analyzed the data from Hong Kong-Zhuhai-Macau Bridge project and proposed the megaproject panoramic innovation paradigm. Driven by the megaproject demands, the megaproject panoramic innovation consists of three core elements, including panorama innovation, full-process innovation, and all-entity innovation. These three elements interact with each other, forming a complementary triangular relationship. First, panorama innovation is the foundation of megaproject innovation, providing the core and essential resources. Panorama innovation highlights that the megaproject innovation requires the search, selection and inclusion of external resources from aspects of resource globalization and widely thinking. Second, full-process innovation is the tool of undertaking megaproject innovation, providing the best combination and methods for the innovative activities. Full-process innovation also emphasizes that innovative activities must integrate the external resources through the cross-stage, cross-domain and cross-system collaboration. Third, all-entity innovation indicates the scale of entities who undertake the whole innovative activities. All-entity innovation shows that a highly embedded and closely connected innovation network is needed for the information flow and knowledge sharing. The governance logic of the megaproject panorama innovation is defined as the logic of how the owners should restrict and boost entities to ensure the fulfillment of project goals. Drawing from analysis, we find that the governance logic is to strategically form a dynamic equilibrium condition where innovation entities can compete and collaborate with each other simultaneously. By enhancing the competition intensity, divergent entities are motivated to participate in technological innovation to fulfill the project needs and avoid the excessive innovation dilemma. Meanwhile, by strategically implementing informal and formal governance mechanisms, different entities are coupled with each other to resolve the megaproject technological issues, which effectively avoids the emergence of innovation island. Based on Chinese megaproject management practices, this paper proposes a new megaproject innovation paradigm. With the deepening application of information technologies and intelligent equipment in megaprojects, an additional aspect worth exploring in future research concerns the contingency conditions suitable for different elements of panorama innovation and the mechanism of how panorama innovation upgrades the industrial chain’s technologies, supporting the high-quality development of megaprojects.
megaproject;panorama innovation;full-process innovation;all-entity innovation;Hong Kong-Zhuhai-Macau Bridge
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