The seminar is organized by CRGP-Collaboratory for Research on Global Projects of Stanford University, Aalto University School of Science and Technology, Abo Akademi University, and the University of Oulu. The objective of the seminar is to gather together practitioners and scholars to discuss topical issues on global projects and lay foundations for deeper collaboration between the academic world and industry.

The seminar includes a mix of case study based collaborative workshops and technical presentations involving both practitioners and academic scholars. Additional activities include a lunchtime tour of the Stanford Campus, a banquet dinner and a company visit to Parson Brinckerhoff in San Francisco, a leading company in the development and operation of infrastructure to meet the needs of communities around the world. Parson Brinckerhoff provides strategic consulting, planning, engineering, and program and construction management services to both public and private sector clients.

Venue: Stanford University Campus, Faculty Club

Convenors:
Professor Raymond Levitt (Stanford University)
Professor Karlos Artto (Aalto University School of Science and Technology)
Professor Kim Wikstrom (Abo Akademi University)
Professor Jaakko Kujala (University of Oulu)

Seminar program

Suggested reading:
You are encouraged to read the following suggested pre-reading material, which will help you to prepare for the seminar. Readings form an introduction for the group work and discussions.

CASE 1: Institutional exceptions and governance (based on a case study Olkiluoto 3, an ongoing Nuclear power plant project in Finland):

• Introduction to suggested reading for Workshop 1


• Case Olkiluoto 3 Nuclear Power Plant Project in Finland


• Ruuska I., Artto K., Aaltonen K., and Lehtonen P. (2009). Dimensions of distance in a project network: exploring Olkiluoto 3 nuclear power plant project, International Journal of Project Management, 27(2)

CASE 2: Workshop: Analyzing divergent economic and political histories; to explain differences in project governance (based on case studies of high-speed rail projects in Taiwan and China):

• Introduction to suggested reading for Workshop 2


• Chi, Shu-Fang and Javernick-Will, A. (2010). Institutional Effects on Project Arrangement: High-speed Rail Projects in China and Taiwan, Journal of Construction Engineering and Management, (in review)


• Chi, Shu-Fang and Levitt, R. (2010). Expatriation Strategies for Project-Based Industries, Construction Management and Economics, ASCE (in review)

CASE 3: Exploration and exploitation with different business models on firm and project level in global project based firms (based on a case study of a global project delivery company in Finland):

• Introduction to suggested reading for Workshop 3


• Case Velvet - many business models in a metallurgy firm


• Mutka, S., Aaltonen, P. and Ahola, T. (2010). Business models of a project based firm. Paper presented at the EURAM conference, May 19th-22th, 2010

Articles related to the presentations:

S. Ping Ho: When PPP governance should not be used: case studies Chunnel and Taiwan high speed rail projects:

• S. Ping Ho and Chun-Wei Tsui: When are Public-private Partnerships not an Appropriate Governance Structure? Case Study Evidence

Raymond E. Levitt: An Expanded Governance Framework for infrastructure projects:

• Henisz, W.J. and Levitt R.E. (2009). Normative and Cognitive Institutional Supports for Relational Contracting in Infrastructure Projects. CRGP Working Paper # 55

Thomas D. Beamish: Social heuristics: decision making and innovation in a networked production market:

• Beamish, T. D. & Biggart, N. W. (2010). Social Heuristics: Decision-making and Innovation in a Networked Production Market

Contacts:

If you have difficulties downloading the papers, please contact Julius Huttunen (julius.huttunen@tkk.fi).
If you have any other questions concerning the seminar, please contact Inkeri Ruuska (inkeri.ruuska@tkk.fi) or Jennifer Hodges (jaelyn@stanford.edu).

Posted by dcjaya at September 23, 2010 9:35 PM