Strategies of cooperation: Control and commitment in mega-projects

Alfons Van Marrewijk*

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

20 Citations (Scopus)


Public private partnerships are increasingly popular within infrastructure projects. Public administrations and private companies work together in order to successfully realize complex projects. One of the central themes of inter-organizational cooperation in project-based alliances is the control-versus-commitment dilemma. The autonomy of a project organization and the authorization of partners are central in this dilemma, claim Child and Faulkner (1998). When dominant control is exercised by the project organization it involves risks of partners losing commitment to the project. Mega-projects involve a high degree of uncertainty, risk, and complexity; a mixture that is not ideal for hierarchical control (Clegg, Pitsis, Rura-Polley and Marooszeky, 2002). This paper explores how the dilemma of control versus commitment has been dealt with in the Environ Mega-Project.

Original languageEnglish
Pages (from-to)89-104
Number of pages16
Issue number4
Publication statusPublished - 1 Jan 2005
Externally publishedYes


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