Infrastructure projects undergo multiple changes throughout their lifecycle, adapting to new mobilities, technologies and environments. We build on the System of Systems (SoS) theoretical concept to understand the implications of such infrastructure transformations, specifically when projects move from a single purpose to hosting multiple functions. Using multiple case studies in Europe, we investigate which functions will likely be added to the original infrastructure and the rationale for adding these functions. Therefore, we expand upon the theoretical concepts of circularity, resilience, and social sustainability, wherein multifunctional infrastructure adapts, renews, and complements existing infrastructure.

Companies today invest significant money and time to convert, transform, and adopt standards that meet societal expectations for sustainability. Such expectations can be very demanding for small- and medium-sized enterprises (SMEs). The purpose of this study is to understand learning and learning processes in defined temporary projects in which advisors aim to contribute to SME transitions toward sustainability. To fulfill this purpose, we conducted a qualitative study with semi-structured interviews. The result of the study shows that projects delimited in time may risk missing out on higher-level learning and may only reach primary, lower levels of learning (i.e., adaptive learning). The study shows that advisors for projects tend to be path dependent and to revise past models and experiences rather than planning for a full learning transition process. The latter has affected implementation in small- and medium-sized enterprises.

The current study has attempted to identify the factors that can contribute toward green project performance. Based on the social exchange theory, the current study highlights that green leadership directs and promotes green vision, bringing everyone on the same page to improve the green performance of the project. The mediating and moderating mechanisms of green creativity and co-creation have also been discussed. Utilizing the data from the development projects, the study tested the antecedents of green project performance by collecting data from 231 project employees in three waves. The study’s findings confirm the importance of green leadership to achieve green project performance. Green co-creation does not moderate the relationship between green leadership and green creativity. It is essential to identify the factors that can help us deal with the energy crises. Roadmap to achieve green project performance through green leadership is highlighted in this study along with the intervening mechanisms. This study provides guidelines to practitioners that green competitive advantage can be achieved by empowering employees under green leaders through motivation and inspiration. 

Despite its declared importance for governing complexity in projects, few empirical studies have studied how different types of supply chain integration (SCI) activities (e.g., coordinative and collaborative integration) interplay and affect performance. To address this gap, the purpose of this paper is to study how complexity can be governed through coordinative and collaborative SCI, and how their interplay affects performance in project-based buyer-supplier relationships. We apply structural equation modeling, using dyadic empirical data from 102 infrastructure projects. The overall results verify our developed model and illuminate how the interplay between contractual and relational governance, in terms of coordinative and collaborative SCI, mediates the effect of technical and organizational complexity on project performance. This study contributes to theory and practice by distinguishing between contractual governance based on formal coordinative SCI and relational governance based on emerged collaborative SCI, as well as showing how their interplay affects performance in project-based supply chains.

Project management is known for its tools and techniques that are used to plan and deliver projects in a controlled context. Megaprojects don't always fit well into this paradigm due to their size, complexity and longevity. Megaprojects often start without precisely defined goals and without a detailed knowledge of how the project will progress or the outcomes will be delivered. We examine the requirements for governance of megaprojects by reviewing the literature and reflecting on practice. We use the analytical model of where, how and what to illustrate different units of analysis (i.e., context, governance and goals) in megaprojects in three countries and to illustrate how goals and governance move. Building upon the governance and performance management literature, the paper contributes to the understanding of moving goals and governance for ensuring performance. We propose a framework for diagnosing goals and we list six systemic errors that result in a misfit.