Please wait a minute...
Shopping Cart Email List Chinese
Advanced Search Fig/Tab
Frontiers of Engineering Management

ISSN 2095-7513

ISSN 2096-0255(Online)

CN 10-1205/N

Postal Subscription Code 80-905

Featured Articles  |  Most Downloaded  |  Most Reading
Online Submission Subscribe to Our RSS Content Feed
Front. Eng    2018, Vol. 5 Issue (1) : 52-63    https://doi.org/10.15302/J-FEM-2018074
RESEARCH ARTICLE
Grasping institutional complexity in infrastructure mega-projects through the multi-level governance system: A case study of the Hong Kong-Zhuhai-Macao Bridge construction
Yi HU1(), Yun LE1, Xinglin GAO2, Yongkui LI1, Mingqiang LIU3
1. Department of Construction Management and Real Estate, School of Economics and Management, Tongji University, Shanghai 200092, China
2. Hong Kong-Zhuhai-Macao Bridge Authority, Zhuhai 519060, China
3. Research Institute of Complex Engineering and Management, School of Economics and Management, Tongji University, Shanghai 200092, China
 Download: PDF(847 KB)   HTML
 Export: BibTeX | EndNote | Reference Manager | ProCite | RefWorks
Abstract

This study analyzes the design and operation of multi-level governance system for the smooth delivery of infrastructure mega-projects with high institutional complexity caused by market transition. From an institutional perspective, this study scrutinizes the structure, elements, and dynamics of the governance system of infrastructure mega-projects and then proposes an integrative framework based on the inductive case study of the Hong Kong-Zhuhai-Macao Bridge mega-project. Multiple evidences of archives, field studies, and interviews related to the case project are triangulated to further analyze the institutional effects, specifically those with government logics and market structures, on the design and operation of the three-level governance system. Results reveal that the co-evolution between governments and markets in China has shaped the vertical levels of the mega-project governance system and has further affected their evolution and operation across various stages of project development. This study contributes to the rapidly emerging research on complex system governance by proposing a systematic model of three-level mega-project governance to enhance the timely delivery of infrastructure mega-projects within budget.
Keywords institutional complexity      multi-level governance      infrastructure mega-project      China     
Corresponding Author(s): Yi HU   
Just Accepted Date: 03 January 2018   Online First Date: 02 February 2018    Issue Date: 21 March 2018
 Cite this article:   
Yi HU,Yun LE,Xinglin GAO, et al. Grasping institutional complexity in infrastructure mega-projects through the multi-level governance system: A case study of the Hong Kong-Zhuhai-Macao Bridge construction[J]. Front. Eng, 2018, 5(1): 52-63.
 URL:  
https://academic.hep.com.cn/fem/EN/10.15302/J-FEM-2018074
https://academic.hep.com.cn/fem/EN/Y2018/V5/I1/52
Fig.1  Total output of the construction sector and stated-owned enterprises in China between 2000 and 2015

http://www.stats.gov.cn/tjsj/tjgb/ndtjgb/
Fig.2  The research process
Types Details and sources
Archives Minutes of the HZMB Task Force
Minutes of the HZMB Advanced Work Coordination Group
Minutes of the joint works committee of the three regional governments
State Council’s approval on the preliminary project design
Online information Website of the HZMB Authority (www.hzmb.org, assessed on August 2015–ugust 2017)
Website of the HZMB-related HKSAR projects (www.hzmb.hk, assessed on August 2015–August 2017), established by the Highways Department, HKSAR Government
More than 20 news reports published in practitioner-oriented journals, Chinese newspaper databases and online news portals (e.g., xinhua.net, Chinanews.com)
Open publications Issues 1–37 (March 2010–April 2017, 5–6 issues per year), Hong Kong-Zhuhai-Macao Bridge Magazine published by the HZMB Authority
Journal papers, reports and book 17 papers authored by senior executives and staff of the HZMB Authority (obtained from China National Knowledge Infrastructure databases, www.cnki.net)
About 10 papers, reports and books published by major management and technical consultants
Tab.1  Main archives and their sources
Phase Date Project milestones
Project initiation 2003 (July) NDRC and HKSAR Government completed the study on the transport connection between HKSAR and the west side of the Pearl River
2009 (March) The bidding for the preliminary design of the bridge main-body project was determined
2009 (October) The State Council approved The Feasibility Analysis Report on the HZMB Construction
Project planning and preparation 2010 (February) Governments of HKSAR, MSAR, and Guangdong province signed The Agreement on the Construction, Operation, Maintenance, and Management of HZMB
2010 (March) Ministry of Transport issued the official reply on the preliminary design documents of the bridge main-body project
2010 (May) The biddings for major contractors and consultants of the main-body project were started
Project execution and closing-out 2011 (January) Ministry of Transport approved the construction start request of the bridge main-body project
2016 (September) All main bridge structural components were installed
2017 (July) All main undersea tunnel components were installed
2017 end The bridge main body was completed
Tab.2  List of key project milestones
Date Institutions and event details Operation mechanism Tasks
2003 (August) HZM Bridge Advanced Work Coordination Group (AWCG) established by the State Council
Convenor: representatives of the HKSAR government
Members: NDRC and HKMOSC representatives and representatives from the three local governments		 a) Having 1 – 2 meetings per year
b) All the decisions should be agreed by all three local governments; if not, the issue will be sent to the central government for coordination		 Conduct project initiation works, such as the feasibility analysis, project finance plan and project development planning
2004 (March) An affiliated office established by AWCG A standing body including about 13 persons Assist AWCG’s works and execute the decisions if necessary
2006 (December) HZM Bridge Task Force established by the State Council
Director: NDRC’s associate director
Associate director: Vice minister of the Ministry of Transport
Members: NDRC representative, Ministry of Transport’s representative and representatives from the three local governments		 Having a meeting every year Establish a high-performing organization and coordination systems for improving decision efficiency and promoting project development
2010
(May)		 Joint Works Committee of the three local governments (JWCTLG) established by the central and three local governments
Convenor: representatives of Guangdong provincial government
Members: representatives from the HKSAR and MSAR governments		 Having 2 – 3 meetings every year a) Take the following works of AWCG and
b) Monitor the execution of the bridge main body undertaken by HZMB Authority
2010 (September) An affiliated office established by JWCTLG A standing body including 7 – 8 people Assist JWCTLG’s works and execute the decisions if necessary
2010 (July) HZMB Authority established by the JWCTLG A standing office with a staff of about 100 Take charge of the construction, operation, maintenance, and management of the project
Tab.3  Major institutions of governmental governance involved
Fig.3  Evolving process of the Multi-level Governance system
Fig.4  Multi–level governance system during the project execution and closing–up phases
Fig.5  Multi-level project governance model under government-market co-evolution
1 Biesenthal C, Wilden R (2014). Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8): 1291–1308
https://doi.org/10.1016/j.ijproman.2014.06.005
2 Campbell J L, Lindberg L N (1991). Governance of the American Economy, vol. 5. New York: Cambridge University Press
3 Chi C S, Javernick-Will A N (2011). Institutional effects on project arrangement. Construction Management and Economics, 29(6): 595–611
https://doi.org/10.1080/01446193.2011.569734
4 Colyvas J A, Powell W W (2006). Roads to institutionalization: The remaking of boundaries between public and private science. Research in Organizational Behavior, 27(6): 305–353
https://doi.org/10.1016/S0191-3085(06)27008-4
5 Davies A, Gann D, Douglas T (2009). Innovation in megaprojects: systems integration at London Heathrow Terminal 5. California Management Review, 51(2): 101–125
https://doi.org/10.2307/41166482
6 Dobbin F (1994). Forging Industrial Policy: the United States, Britain, and France in the Railway Age. New York: Cambridge University Press
7 Downe-Wamboldt B (1992). Content analysis: Method, applications, and issues. Health Care for Women International, 13(3): 313–321
8 Eisenhardt K M (1989). Building theories from case study research. Academy of Management Review, 14(4): 532–550
9 Engineering News-Record (ENR).The top 50 program management firms., 2017–7-20
10 Flyvbjerg B, Hon C K, Fok W H (2016). Reference class forecasting for Hong Kong’s major roadworks projects. Civil Engineering, 169(6): 17–24
https://doi.org/10.1680/jcien.15.00075
11 Hamilton G G, Biggart N W (1988). Market, culture, and authority: A comparative analysis of management and organization in the Far East. American Journal of Sociology, 94: S52–S94
https://doi.org/10.1086/228942
12 Henisz W J, Levitt R E, Scott W R (2012). Toward a unified theory of project governance: Economic, sociological and psychological supports for relational contracting. Engineering Project Organization Journal, 2(1–2): 37–55
https://doi.org/10.1080/21573727.2011.637552
13 Hong Kong-Zhuhai-Macao Bridge Authority (2009). Introduction to Hong Kong-Zhuhai-Macao Bridge., 2017–4–5
14 Hu Y, Chan A P C, Le Y, Jin R (2015a). From construction megaproject management to complex project management: bibliographic analysis. Journal of Management Engineering, 31(4): 04014052
https://doi.org/10.1061/(ASCE)ME.1943-5479.0000254
15 Hu Y, Chan A P C, Le Y (2015b). Understanding the determinants of program organization for construction megaprojects success: Case study of the Shanghai Expo construction. Journal of Management Engineering, 31(5): 05014019
https://doi.org/10.1061/(ASCE)ME.1943-5479.0000310
16 Li Y, Chen Y (2011). The importance and technical difficulties of tunnel and islands for Hong Kong-Zhuhai-Macao Bridge project. Enginee-ring Mechanics, 28(S3): 67–77
https://doi.org/10.3901/JME.2011.16.067
17 Miles M B, Huberman A M (1994). Qualitative Data Analysis: An Expanded Sourcebook. Thousand Oaks: Sage
18 Miller R, Lessard D R, Group I R (2000). The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. Cambridge: MIT Press
19 Müller R (2009). Project Governance. Farnham: Gower Publishing Ltd
19 National Bureau of Statistics (2017). China Statistical Year Book. , 2017–6-20
20 Nee V (1992). Organizational dynamics of market transition: Hybrid forms, property rights, and mixed economy in China. Administrative Science Quarterly, 37(1): 1–27
https://doi.org/10.2307/2393531
21 Office of Government Commerce (2003). Managing Successful Programs: Delivering Business Change in Multi-projects Environments. London: The Stationary Office
22 Orr R J, Scott W R (2008). Institutional exceptions on global projects: a process model. Journal of International Business Studies, 39(4): 562–588
https://doi.org/10.1057/palgrave.jibs.8400370
23 PMI (2013). A Guide to the Project Management Body of Knowledge (PMBOKGuide). 5th ed. Newtown Square: Project Management Institute
24 Scott W R, Levitt R E, Orr R J (2011). Global Projects: Institutional and Political Challenges. New York: Cambridge University Press
25 Shirk S L (1994). How China Opened its Door: The Political Success of the PRC’s Foreign Trade and Investment Reforms. Washington D C: Brookings Institution Press
26 Spence J D (1999) The Search for Modern China. 2nd ed. New York: W.W. Norton
27 Stark D, Bruszt L (1998). Post Socialist Pathways: Transforming Politics and Property in East Central Europe. New York: Cambridge University Press
28 Tsui A S, Schoonhoven C B, Meyer M W, Lau C M, Milkovich G T (2004). Organization and management in the midst of societal transformation: The People’s Republic of China. Organization Science, 15(2): 133–144
https://doi.org/10.1287/orsc.1040.0063
29 Ventresca M J, Mohr J W (2005). Archival research methods. In: Baum J A C ed. The Blackwell Companion to Organizations. Oxford: Wiley-Blackwell, 805–828
30 Winch G M (2010). Managing Construction Projects. Hoboken: John Wiley & Sons
31 Yao Y (2008). Economic Reforms as an Institutional Innovation Process. Shanghai: Truth & Wisdom Press
32 Yin R K (2009). Case Study Research: Design and Methods. 2nd ed.Thousand Oaks: Sage
33 Zhang J W, Zhu Y L, Gao X L, Liu G (2012). Design-build contracting model development of islands and tunnel engineering of Hong Kong-Zhuhai-Macao Bridge project. Highway, 2012(1): 133–136 (in Chinese)
34 Zhou X G (2004). The State and Life Chances in Urban China. New York: Cambridge University
35 Zhou X G (2010). The institutional logic of collusion among local governments in China. Modern China, 36(1): 47–78
https://doi.org/10.1177/0097700409347970
[1] Qinghua HE, Junyan XU, Ting WANG, Albert P. C. CHAN. Identifying the driving factors of successful megaproject construction management: Findings from three Chinese cases[J]. Front. Eng, 2021, 8(1): 5-16.
[2] Chunfang LU, Junfei LIU, Yanhong LIU, Yuming LIU. Intelligent construction technology of railway engineering in China[J]. Front. Eng, 2019, 6(4): 503-516.
[3] Guo LIU, Kunhui YE. Interactive effects of high-speed rail on nodal zones in a city: Exploratory study on China[J]. Front. Eng, 2019, 6(3): 327-335.
[4] Jide SUN, Mian ZHENG, Martin SKITMORE, Bo XIA, Xincheng WANG. Industry effect of job hopping: an agent-based simulation of Chinese construction workers[J]. Front. Eng, 2019, 6(2): 249-261.
[5] Xiaoliang YANG, Wolfgang HEIDUG, Douglas COOKE. An adaptive policy-based framework for China’s Carbon Capture and Storage development[J]. Front. Eng, 2019, 6(1): 78-86.
[6] Zheming LIU, Liangyan WANG, Zhaohan SHENG, Xinglin GAO. Social responsibility in infrastructure mega-projects: A case study of ecological compensation for Sousa chinensis during the construction of the Hong Kong-Zhuhai-Macao Bridge[J]. Front. Eng, 2018, 5(1): 98-108.
[7] Albert P.C. CHAN, Robert OSEI-KYEI, Yi HU, Yun LE. A fuzzy model for assessing the risk exposure of procuring infrastructure mega-projects through public-private partnership: The case of Hong Kong-Zhuhai-Macao Bridge[J]. Front. Eng, 2018, 5(1): 64-77.
[8] Zebin ZHAO, Xiaolong XUE, Xinglin GAO, Gang LIU, Hengqin WU. Coupling and evolution mechanism of infrastructure mega-projects complex ecosystem: Case study on Hong Kong-Zhuhai-Macao Bridge[J]. Front. Eng, 2018, 5(1): 17-29.
[9] Wei ZENG, Jinwen ZHANG, Hongwei WANG, Hongtao ZHOU. Supplier development and its incentives in infrastructure mega-projects: A case study on Hong Kong-Zhuhai-Macao Bridge project[J]. Front. Eng, 2018, 5(1): 88-97.
[10] Chenhao ZHOU, Haobin LI, Wencheng WANG, Loo Hay LEE, Ek Peng CHEW. Connecting the Belt and Road through sea-rail collaboration[J]. Front. Eng, 2017, 4(3): 315-324.
[11] Zhi-gang Zhao,Hai-zhang Yang,Wu Tang,Shi-xiang Liu. Deepwater Hydrocarbon Exploration in China Seas: Yesterday, Today and Tomorrow[J]. Front. Eng, 2016, 3(4): 390-395.
[12] Xue-mei Su,Jia Zhao. Connecting Information to Promote Public Health[J]. Front. Eng, 2016, 3(4): 384-389.
[13] Ke-qiang Wu,Jian-yong Xu,Bo Kang. Strategic Thinking on Shallow-water Oil and Gas Exploration in Offshore China[J]. Front. Eng, 2016, 3(4): 349-355.
[14] Da-wei Zhang. The Fast Road of Shale Gas Development in China —Reflections on Building a Special Test Areas for National Shale Gas Development[J]. Front. Eng, 2015, 2(4): 364-372.
[15] Chuan-jun Zheng,Hu Cheng. Development of Engineering Management Education in China[J]. Front. Eng, 2015, 2(3): 304-310.
Viewed
Full text


Abstract

Cited
  Shared   
  Discussed