Work

Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people

Year: 2023

Type: article

Abstract: The transition from projects to operations requires a spanning from more temporary, goal‐oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter‐organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter‐organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter‐organizational projects.

Source: Journal of Operations Management

DOI: 10.1002/joom.1275

Authors: Xinyue Zhang, Juliano Denicol, Paul W. Chan, Yun Le

Institutions: Tongji University, Delft University of Technology, University College London

Language: English

Topic: Construction Project Management and Performance

Subfield: Management Science and Operations Research

Field: Decision Sciences

Domain: Social Sciences

SDG: Industry, innovation and infrastructure

Open Access status: hybrid

Estimated APC paid: $3,350