The main message of this book is that cultural practices of project managers and employees explain the problematic organizing of complex megaprojects. Complex and extensive civil engineering and construction megaprojects frequently attract societal attention due to nuisances, failures, budget overruns, time delays, citizen resistance, and resigning politicians. These megaprojects rarely remain uncontested, particularly if pursued within a democratic political context, as they are perceived not only as costly, but also as significant threats to local quality of life. Notwithstanding their contested nature, there has been a sharp increase in the magnitude and frequency of major infrastructure projects. However, the organizing of these megaprojects remains a 'black box' as little is know about their daily operations. This book provides an inside view of complex megaprojects. It aims to understand building and civil engineering megaprojects as a cultural phenomenon by presenting five empirical case studies on cultural practices in their organizing. Thus, the book provides practitioners in the field of Project Management a cultural lens to view problems differently. The book contains in-depth studies of megaprojects from distinct places around the world: Oresund Bridge (Sweden-Denmark), Panama Canal (Panama), Heathrow Terminal 5 (UK), Highspeed Train (the Netherlands), and Sendirar (Argentina).
