How Satisfaction Is Achieved in the Implementation Phase of Large Transportation Infrastructure Projects: A Qualitative Comparative Analysis Into the A2 Tunnel Project

Abstract

In the implementation phase of transportation infrastructure projects, unplanned events will inevitably occur. Although this is increasingly acknowledged, little systematic research has been conducted into what management strategies are best for dealing with these unplanned events. This article investigates how managers respond to unplanned events that occur in the context of a project during implementation, and which management responses produce satisfactory outcomes. To evaluate what strategies work in what contexts, we introduce multi-value Qualitative Comparative Analysis (mvQCA) and apply it to the Dutch A2 Maastricht transportation infrastructure project (the Netherlands). We produced systematic evidence that (a) internally oriented private management is associated with low satisfaction; (b) externally oriented management is associated with high satisfaction in responding to social, local unplanned events; and (c) that internally oriented management is associated with high satisfaction, depending in particular on the nature of the cooperation between principal and contractor in the project.