Avoiding the innovation island in infrastructure mega-project

doi:10.15302/J-FEM-2018073

Front. Eng

2018, Vol. 5

Issue (1) : 109-124 https://doi.org/10.15302/J-FEM-2018073

RESEARCH ARTICLE

Avoiding the innovation island in infrastructure mega-project

Hongquan CHEN¹, Quanke SU², Saixing ZENG¹(

), Daxin SUN¹, Jonathan Jingsheng SHI³

¹. Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai 200030, China
². The Hong Kong-Zhuhai-Macao Bridge Authority, Zhuhai 519060, China
³. College of Engineering, Louisiana State University, Baton Rouge, LA 70803, USA

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Abstract

Infrastructure mega-project (IMP) innovation is a complex process characterized by highly diverse innovators, a dynamic life-cycle, and stickiness of innovation knowledge. The IMP’s innovation network can be easily broken due to the fact that the network involves many different innovators across different industries and different projects. Further reasons for the fragility of the IMP’s innovation network are the dynamics of the IMP life-cycle, the diversity of the IMP’s innovative entities, the uniqueness of each IMP, and the temporary nature of each IMP’s organizations. The innovation island formed by the breaking of an IMP’s innovation network can stifle and harm innovation performance. Drawing from the knowledge-based view as well as innovation network theory, our research identifies the heterogeneous characte- ristics of IMP innovation. We propose a framework to analyze the formation mechanism of the IMP innovation island from three dimensions—the horizontal innovation island, the vertical innovation island, and the longitudinal innovation island. We look at the Hong Kong-Zhuhai-Macao Bridge project to elaborate the innovation island concept that negatively impacts IMP innovation. We also offer theoretical implications regarding the broader question of how IMPs can manage their innovation in practice.

Keywords innovation in mega-infrastructure projects the diversity of innovation bodies life-cycle dynamics the unique and temporary nature of IMPs innovation island

Corresponding Author(s): Saixing ZENG

Just Accepted Date: 27 December 2017 Online First Date: 26 January 2018 Issue Date: 21 March 2018

Cite this article:

Hongquan CHEN,Quanke SU,Saixing ZENG, et al. Avoiding the innovation island in infrastructure mega-project[J]. Front. Eng, 2018, 5(1): 109-124.

URL:

https://academic.hep.com.cn/fem/EN/10.15302/J-FEM-2018073
https://academic.hep.com.cn/fem/EN/Y2018/V5/I1/109

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1	^{Barlow (2000)}	Case study	Barlow analyzes the Andrew Alliance construction project and finds that appropriate tools and techniques for integrating supply chain members, such as a partnering relationship, can result in technical and process innovation.
2	^{Davies et al. (2009)}	Case study	The authors analyze the London Heathrow Terminal 5 project and propose a systematically integrative model to explain how organizations innovate to improve firm performance. They find that organizations can build in-house capabilities and use the knowledge gained during the implementation of a breakthrough project to improve performance.
3	Barlow and Köberle-Gaiser (2009)	Case study	The authors analyze hospital construction projects and find that the Private Finance Initiative (PFI) reduces construction risk and improves project reliability, but can stifle design innovation.
4	^{Barlow and Köberle-Gaiser (2019)}	Case study	The authors analyze the London Heathrow Terminal 5 project and propose a decision model of new technology adaptation for mega-projects. They also identify three factors, namely attitudes toward risk, politics, and (lack of) established standards.
5	^{Ozorhon (2013)}	Case study	Ozorhon considers four construction projects and proposes a framework to explore the various components of innovation. Ozorhon finds that environmental sustainability is the main driver of innovation, and that collaborative working among team members and strong commitment can enable innovation, but that reluctance, inexperience, and cost are the main barriers to innovation.
6	^{Eriksson (2013)}	Theoretical development	Eriksson finds that the temporary nature of a project, the decentralization of its organizational structure, and the lack of an integration mechanism can impede organizational ambidexterity. Eriksson proposes that cooperative procurement can solve the innovation paradox.
7	^{Rose and Manley (2012)}	Case study	The authors analyze Australian road infrastructure projects and find that six factors—namely project goal misalignment, client pressures, weak contractual relations, lack of product trialing, inflexible product specifications, and product liability concerns—are the main obstacles in Australian road projects.
8	^{Roumboutsos and Saussier (2014)}	Theoretical development	The authors find that the private party in a PPP arrangement can positively influence organizations in their investment in low-risk incremental innovations.
9	^{Davies et al. (2014)}	Case study	The authors analyze London’s Crossrail suburban railway system and identify four intervention stages to generate, discover, and implement innovation in a megaproject: The bridging window, the engaging window, the leveraging window, and the exchanging window. They propose that a coordinated mobilization of the innovative capabilities across the project supply chain was the key to the successful megaproject’s innovation.
10	^{Brockmann et al. (2016)}	Case study	The authors analyze the BangNa Expressway in Thailand, and find the megaproject innovative. They propose that megaproject innovation is systematic and not necessarily positive.

Tab.1 Research on construction innovation at the project level

Fig.1 Horizontal innovation island

Fig.2 Vertical innovation island

Fig.3 Longitudinal innovation island

Tab.2 Participants of the main work of the HZMB project

Tab.3 Participants of the main work of the HBB project

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