Megaprojects – Pluralism and Governance

Abstract

Introduction: Megaprojects are virtually large enterprises that operate within technically, socially and institutionally complex environments. Institutional complexity - interlocks between regulative, normative and cultural-cognitive impositions - shifts the focus from the 'Yes'-'No' of megaproject decision-making to the negotiation of plural-institutional interactions which subsequently shape and legitimate the megaprojects.

Objectives: This article attempts to illuminate empirically using a single case study how these often understated, pluralistic interactions can make or break a megaproject.

Methods: Using triangulated secondary data sources, the case conducts an autopsy of the failed Thiruvarur-Thanjavur Coal Bed Methane Gas Project in Tamil Nadu. While other oil and gas majors have been able to carry out exploration and exploitation projects in this same region bereft of major hassles, the case examines the failed attempt of the Great Eastern Energy Corporation Limited in managing pluralism in this megaproject.

Results: Observations from the case emphasize the role of project governance structures in internally resolving the incongruence rather than looking for overarching and permanent fixes during the shaping of pluralistic megaprojects.

Conclusions: The findings call for promoters to devise project governance structures that (i) account for porosity in the project-stakeholder boundaries and (ii) ephemerally bridge the incongruences between regulative, normative and cultural-cognitive impositions that emerge due to this porosity.