There have been many megaprojects done by project-based international joint ventures ( PBIJVs ) in Asia with Western expatriate project managers leading the way. However, the management style expected at a local level in Asia on construction projects is unique, and for many observers appeared to be unstructured, un-systemized and autocratic. Moreover, the varying strains of Chinese-based ethics and beliefs, including networking, trust, face and avoidance of confrontation heavily influenced management practices. This research investigated how a PBIJV should approach a complex construction megaproject in Asia and how experienced Western expatriate project managers actually managed and lead these projects to achieve overall project success. The aim of this research was to propose a framework for Western expatriate project managers to be used as a guide in the project management of PBIJVs in complex construction megaprojects in Asia, with East-West multi-cultural dispersed project teams, in a holistic way with a clear focus on good e-teaming communication and flexibility of project manager thought so that the multi-cultural teams can work more effectively and efficiently, better enabling project success. The thesis begins with an extensive review of published literature related to construction, Asia, culture, total quality management ( TQM ), IJVs, project management and megaprojects. A conceptual framework of work practices and styles required of Western expatriate project managers in the management of PBIJVs in construction on complex megaprojects in Asia, with East-West multi-cultural dispersed project teams, was established from this literature review. This conceptual framework was explored and developed based upon questionnaire responses and interviews with Western project managers with related and extensive work experience in Asia. This research followed a qualitative strategy for the research design and methodology, and adopted a multiple-case study approach. This research followed a combination of questionnaires and an exploratory semi-structured face to face interview approach with manual data analysis. The first stage of the research process involved screening interviews of the short-listed project managers, which comprised of questionnaires and semi-structured interviews with an interview guide. The second stage studied three selected cases and comprised of the second stage interviews, direct observations and documentation as the main methods of data collection. The third stage involved the validation of the intermediate framework developed from the multiple-case study conducted during the second stage via a questionnaire with nine people comprising of the project managers of the selected case study projects, screening process project managers and other selected construction industry experts all with extensive working experience in Korea. The findings of this research were presented in the form of a final framework to assist in improving project manager performance and skills on complex PBIJV construction megaprojects in Asia and it was concluded that such a framework would be of benefit to Western project managers as a guideline to manage construction megaprojects in Asia in a more effective and efficient way with the ultimate goal of achieving project success.

The concept of ignorance has been unfairly stigmatised in research and practice, and consequently has not received the attention it deserves as a powerful motivator of behaviour in organisations. To understand the role of ignorance, it must be examined as a productive force rather than a shameful weakness, an achievement instead of a failure. This thesis develops an understanding of how ignorance is achieved and why it is perpetuated in the context of managing the Olympic and Commonwealth Games, a series of worldwide mega-events that are popular with proponents of urban development, but which have experienced persistent organisational problems in the form of cost overruns, schedule delays, and scope creep. To do so, this research draws on literature about ignorance from the disciplines of philosophy, anthropology, sociology, and organisational theory, to motivate an embedded case study of Games Organising Committees (OCs) in six host cities around the world. These OCs, which were actively planning the Games during the research, are studied through qualitative research, to develop a dynamic understanding of the role of ignorance in planning the Games. The findings and analysis are presented from two perspectives: the structure of the ‘Games system’ and of the OC; and, the substance of Games planning in the areas of cost, time and scope. While other studies have focused on ignorance as necessary, strategic, and inadvertent, the original contribution to knowledge of this thesis is the proposal of a theoretical framework that focuses on the functional and detrimental outcomes of ignorance. This framework is also shown to be useful in understanding why ignorance persists between organisations, and suggests three basic principles for further research: ignorance as a productive force in management; structure as a scaffold for ignorance; and budget, time and scope as catalysts for ignorance.

This literature review analyzes the global phenomenon of international project finance (PF) as both a management and finance instrument, allowing practitioners to realize large scale infrastructure projects in high risk contexts. After describing the characteristics of PF, its historical origins and its unique benefits for empirical inquiry, I summarize the findings of academic research from an interdisciplinary perspective. Based on this integration of Finance, Management and International Business research, I discuss the theoretical implications for each field that emanate from PF. Finally, I identify possibilities for future research and propose a more balanced, interdisciplinary academic treatment of PF.

<p dir="ltr">The high stakes and complexities of infrastructure projects and megaprojects (IPMP) involves substantial financial investments, resources, time, construction experts and provide economic benefits to the host communities. Despite the benefits of these endeavors, they have experienced consistent failures resulting in monetary loss, cost overrun, time extension, environmental disruption and impact on financiers and stakeholders. These failures underscore the inadequacy of risk assessment and management, as well as the lack of effective control measures, highlighting the need for improved risk mitigation strategies to ensure successful project outcomes.</p><p dir="ltr">Existing studies have provided valuable insights and are widely relied upon by construction professionals, a notable gap in risk management remains. This research aims to address this gap by thoroughly investigating the risk factors that impact the lifecycle of projects and megaprojects, impacting scope, cost quality and safety. The study identifies and categorizes various risk factors, including Political, Economic & Financial, Planning and Design, Construction Management, Safety, and Quality, Contracts and Legal, Resources and Technology, and Health and Environment Risks, which arise during different project phases (Pre-planning, Planning, Execution, and Closeout). By exploring these risk factors and their behavior, this research seeks to enhance risk management practices and promote successful project outcomes.</p><p dir="ltr">A research questionnaire was administered to construction professionals, and their responses were analyzed using the research methodologies to achieve the study's objectives. The first objective was addressed using the Relative Importance Index (RII) method, which revealed that all risk factors occur in every project phase. However, the analysis showed that "Planning & Design" and "Construction, Quality, and Safety" risk factors have a significantly higher frequency of occurrence compared to other categories, highlighting their paramount importance in project risk management.</p><p dir="ltr">The second objective was addressed by analyzing the questionnaire data to examine the behavior and impact of project risk factors throughout the project phases. The Multinomial Logistics Regression (MnLR) technique was employed to investigate how risk factors evolve and impact the project metrics (scope, cost, quality and Safety) as they transition from one phase to another. The results revealed that risk factors follow different paths throughout the project lifecycle, their effects snowballs from one phase to the next, ultimately impacting project metrics.</p><p dir="ltr">This research highlights the crucial need for proactive risk management throughout all phases of projects and megaprojects. By embracing a forward-thinking and comprehensive approach to risk management, project teams and stakeholders can proactively identify potential risks, develop robust mitigation strategies, and effectively minimize the likelihood of cost overruns, schedule delays, quality issues, safety risks, and stakeholder concerns, ultimately ensuring successful project outcomes.</p>