Cultural sense-making integration into risk mitigation strategies towards megaproject success

Megaprojects have been described as extremely large-scale infrastructure projects typically costing over $1 billion (Brookes, 2015). They are complex, take many years to develop and involve a multiplicity of stakeholders (public and private) to effect the proposed transformational benefits which impact millions of people (Flyberg, 2014). The nature of megaprojects depending on their management have either positive or negative impact on stakeholders and strongly influence megaproject success within the context of the iron triangle (cost, quality & time) (Atkinson, 1999). Consequently, social responsibility initiatives to better manage stakeholder risk and support successful execution of projects are often deployed. However, such initiatives often backfire and further challenge project delivery resulting in stereotyping and utilization of one size fits all approaches.

This paper explores the implementation of megaprojects and their risk associated with social responsibilities (SR) in megaprojects through the lens of cultural sense-making. The paper propositions that a requisite understanding of the socio-cultural context of stakeholders through sense-making can act as a lever in stereotyping reduction thus improving risk management associated with megaproject success. The paper applies a problematization (Alvesson and Sandberg, 2011) perspective challenging underlying assumptions regarding existing risk management approaches in megaproject management and closely examining existing gaps as it relates to successful implementation.