Global Projects

by Scott, W. Richard; Levitt, Raymond E.; Orr, Ryan J.

• ISBN13: 9781107004924
• ISBN10: 1107004926
• Format: Hardcover
• Copyright: 2011-08-15
• Publisher: Cambridge Univ Pr

Summary

An analysis of the institutional and social movement processes that surround global infrastructure projects.

Author Biography

W. Richard Scott is Professor Emeritus in the Department of Sociology with courtesy appointments in the Schools of Business, Education and Medicine at Stanford University. He is also a senior researcher in the Collaboratory for Research on Global Projects (CRGP) at Stanford. Raymond E. Levitt is Professor of Civil and Environmental Engineering and Director of the Collaboratory for Research on Global Projects (CRGP) at Stanford University. Ryan J. Orr teaches project finance and infrastructure investment in the Graduate School of Business and the School of Engineering at Stanford University, where he is also Executive Director at the Collaboratory for Research on Global Projects (CRGP).

Table of Contents

List of figures	p. ix
List of tables	p. x
List of contributors	p. xii
Preface	p. xv
Introduction: studying global projects	p. 1
Foundational themes	p. 13
Global projects: distinguishing features, drivers, and challenges	p. 15
The institutional environment of global projects	p. 52
Social movements and the growth in opposition to global projects	p. 86
Institutional differences and global projects: empirical studies	p. 111
Rules versus results: sources and resolution of institutional conflicts on Indian metro railway projects	p. 113
Institutional exceptions on global projects: a process model	p. 135
Local embeddedness of firms and strategies for dealing with uncertainty in global projects	p. 183
Who needs to know what? Institutional knowledge and global projects	p. 247
Political conflicts and global projects	p. 277
"Site fights": explaining opposition to pipeline projects in the developing world	p. 279
To talk or to fight? Effects of strategic, cultural, and institutional factors on renegotiation approaches in public-private concessions	p. 310
Governance strategies and structures	p. 351
Network-based strategies and competencies for political and social risk management in global projects	p. 353
Organizations enabling public-private partnerships: an organization field approach	p. 377
References	p. 403
Index	p. 449
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