Our publications - Research group on the development processes of complex projects

You will find hereafter researches published by the team on complex projects and development processes. Non-downloadable publications may be obtained by contacting the authors.

Aubry, M., Abdallah, S. B., El–Boukri, S., Floricel, S., Hudon, P. A., Petit, M. C. (2023). Monitoring and assessing the project development of roads and road transport infrastructure projects. Prepared in 2022 for the XXVIIth World Road Congress. 02-06 October, Prague, (Czech Republic).
Aubry, M., & Floricel, S. (2022). Undertaking the project front-end. In T. M. Williams, K. Samset, & G. H. Volden (Eds.), The front-end of large public projects: Paradoxes and ways ahead (pp. 69-98). Oxon UK: Routeledge.
Aubry, M. (2019). Organizational ambidexterity: The double organic ambidexterity. In P. Lièvre, M. Aubry, & G. Garel (Eds.), Management of extreme situations: From polar expeditions to exploration-oriented organizations (pp. 231-242). ISTE: Paris.
Aubry, M., El Boukri, S., & Sergi, V. (Dec. 2018). The factory of benefits: How benefits are socially constructed. Paper presented at the IRNOP, Melbourne (Australia).
Aubry, M., Lavoie-Tremblay, M., Richer, M.-C., Sabi, Z., & Fréchette, J. (2019). La gestion de projet au cœur du changement organisationnel : le cas du Centre universitaire de santé McGill. In O. Bentahar & S. Benzidia (Eds.), Le SCM dans le secteur de la santé. France: EMS.
Aubry M., Harvey J. , « Project and processes: a convenient but simplistic dichotomy », Apr 2018
Aubry M., Boulay-Bolduc M., Richer M-C, Lavoie-Tremblay M., « Dealing with Uncertainty and Ambiguity in a Complex Project: The Case of Intravenous (IV) Pumps in a Healthcare » Center » Feb 2018
Aubry M., Lavoie-Tremblay M., « Rethinking organizational design for managing multiple projects», Jun 2017
Aubry M., Lièvre P., « Project Management In Extreme Situations Lessons from Polar Expeditions, Military and Rescue Operations. and Wilderness Explorations », Book, Oct 2016
Aubry M., « Project Management Office Transformations: Direct and Moderating Effects That Enhance Performance and Maturity », Aug 2015
Aubry M., Richer M-C, Lavoie-Tremblay M., « Governance performance in complex environment: The case of a major transformation in a university hospital », Nov 2014
Aubry M., Pensel S., Wiewiora A., Muller R., Brown K. « Knowledge governance in project-based organizations : theoretical and empirical approaches », Jun 2013I, RNOP Conference
Aubry M., Lièvre P., « Ambidexterity as a Competence of Project Leaders: A Case Study From Two Polar Expeditions », Jun 2010
Floricel, S., Piperca, S. & Tee, R. (2018). Strategies for Managing the Structural and Dynamic Consequences of Project Complexity. Complexity, 2018, Article ID 3190251.
Brunet, M., & Aubry, M. (2018). The governance of major public infrastructure projects: The process of translation. International Journal of Managing Projects in Business, 11(1), 80-103.
Simard, M., Aubry, M., & Laberge, D. (2018). The utopia of order versus chaos: A conceptual framework for governance, organizational design and governmentality in projects. International Journal of Project Management, 36(3), 460-473.
Serghei Floricel, John Michela & Sorin Piperca (2016) Complexity, uncertainty-reduction strategies and project performance. » International Journal of Project Management, Vol. 34, No. 7, p. 1360–1383.
Aubry, M., & Lièvre, P. (Eds.). (2016). Project management in extreme situations: Lessons from polar expeditions, military and rescue operations, and the wilderness explorations. New York: Taylor & Francis.
Floricel, S. et Brunet, M. (2023). Grandstanding? The elusive process of shaping megaproject symbolism. International Journal of Project Management, 41(5), 102498.
Floricel, S. Skander B.A., Hudon, P-A., Petit, M-C & Brunet, M. (2023). Exploring the patterns of convergence and divergence in the development of major infrastructure projects. International Journal of Project Management, 41(1), Article ID 102433.
Serghei Floricel and Sorin Piperca (2016) « Project management between will and representation. » Project Management Journal, Vol. 47, No. 3, p. 124-138.
Serghei Floricel et Sorin Piperca (2015). « The response of complex projects to turbulent events: Understanding the cohesion, flexibility and innovativeness of inter-organizational networks. » Paru dans A. Wald, R. Wagner, C. Schneider, et M. Gschwendtner (Eds.): Advanced Project Management (vol. 4) – Flexibility and Innovative Capacity. Nurnberg: GPM Deutsche Gesellschaft für Projektmanagement e.V., pp. 129-152.
Serghei Floricel, Claudine Bonneau, Monique Aubry and Viviane Sergi (2014) « Extending project management research: Insights from social theories. » International Journal of Project Management. 32(7): 1091–1107.
Sorin Piperca et Serghei Floricel (2012) « A typology of unexpected events in complex projects ». International Journal of Managing Projects in Business, 5(2): 248 – 265.
Serghei Floricel, Sorin Piperca et Marc Banik (2011) Increasing project flexibility : The response capacity of complex projects. Newton Square, PA: Project Management Institute, 167 p., ISBN 978-1-935589-37-2.
Serghei Floricel, John Michela et Mark George, avec Line Bonneau (2011) Refining the Knowledge Production Plan: Knowledge Representations In Innovation Projects. Newton Square, PA: Project Management Institute, 197 p., ISBN 978-1-935589-38-9.
Serghei Floricel et Roger Miller (2001) «Strategizing for Anticipated Risks and Turbulence in Large-Scale Engineering Projects». International Journal of Project Management, Vol. 19, No 8, p. 445-455.
Roger Miller et Donald Lessard, avec Serghei Floricel et le groupe de recherche IMEC (2001) The Strategic Management of Large Engineering Projects : Shaping Institutions, Risk, and Governance. Cambridge, MA : MIT Press, 240 p., ISBN 0-262-12236-7
Abdallah, S. B., El–Boukri, S., Floricel, S., Hudon, P. A., Brunet, M., Petit, M. C., & Aubry, M. (2023). Cap sur le changement : nouvelles réalités en transports » 57e congrès de l’Association québécoise des transports, 27-29 mars, Québec, (Canada).
Ben Abdallah, S., El Boukri, S., Floricel, S., Hudon, P.-A., Brunet, M., Petit, M.-C. & Aubry, M. (2022). A process-oriented framework to measure development performance and success of megaprojects. International Journal of Project Management, 40(6), 685-709.
Ben Abdallah, S. Options réelles dans les projets de partenariats public-privé : un survol. L’Actualité économique (à paraître)
Ben Abdallah, S., et Sicotte, H.; “A Real Options Analysis of Project Portfolios: Practitioners’ Assessment“. Journal of Modern Project Management, 2018, Issue 17, vol. 6.
Aubry M., Brunet Maude; « Organizational Design in Public Administration: Categorization of Project Management Offices », Project Management Journal, vol. 47, no 5, 2016, p. 107-129
Brunet, M. (2023, In Press) Governance shifts and short-term performance. In Ika, L., Pinto, J. and Love, P. Handbook on Project Behaviour, Cambridge University Press.
Brunet, M., Petit, M.C. & Romero-Torres, A. (2023). Inter-organizational design for collaborative governance in major projects: an engaged scholarship approach, EURAM 2023, Dublin, Irlande, juin 2023.
Brunet M., & Aubry, M. (2018). The governance of major public infrastructure projects: The process of translation. International Journal of Managing Projects in Business, 11(1), 80-103.
Brunet M, Aubry M. « The three dimensions of a governance framework for major public projects », International Journal of Project Management, vol. 34, no 8, 2016, p. 1596-1607.
Marchand J-S., Brunet M; « The emergence of post-NPM initiatives: Integrated Impact Assessment as a hybrid decision-making tool », International Review of Administrative Sciences : An International Journal of Comparative Public Administration, 2019, p. 1-18
Brunet M. « Governance-as-practice for major public infrastructure projects: A case of multilevel project governing », International Journal of Project Management, 2019, p. 1-15 (statut : en ligne).
Daood, A., Floricel, S., Mascia, D., & Giustiniano, L. (2023). Understanding Multiple Crises Unfolding Within Megaprojects: Crises’ Interdependencies, Responses, and Outcomes. International Journal of Project Management, 102545.
El Boukri, S., & Aubry, M. (2022). La complexité sociale des parties prenantes du projet : une analyse socio matérielle. In S. Boivin, C. Leyrie, & P. Boigey (Eds.), Pour des parties prenantes engagées dans les projets : Réflexions théoriques et pratiques (pp. 43-60). Québec (Canada): PUQ.
Hudon, P.-A., & Floricel, S. (2023). The development of large public infrastructure projects: Integrating Policy and Project Studies Models. Policy and Society.
Hudon P-A., (2016) « La dynamique des relations dans les partenariats public-privé : le cas du modèle anglo-saxon», Revue française d’administration publique
Hudon P-A, Rouillard C., (2015) « Critical Management Studies and public administration: Reinterpreting democratic governance using critical theory and poststructuralism », Canadian Public Administration, Vol. 58, Is 4
Zhang, P., You, J., Jia, G., Chen, J., & Yu, A. (2018). Estimation of carbon efficiency decomposition in materials and potential material savings for China’s construction industry. Resources Policy. (in press)
Jia Guangshe, Liu Dong, Wu Lufeng. Evolution mechanism and coping strategies of from engineering risk to engineering social crisis [In Chinese], Journal of Hehai University (Philosophy and Social Sciences), 2018, 20 (2) :83-88
Jia Guangshe, Wu Lufeng, Zhang Puwei. A preliminary Study of Engineering Methodology of Airport Construction Project Planning: Under the perspective of System Theory of the Planning of Pudong International Airport [In Chinese]. Journal of Dialectics of Nature. 2018,40(030):95-102.
Wu Lufeng, Jia Guangshe. Study on Institutional Arrangements of Public Participation of Construction Project: A Case Study of Shanghai Magnetic Levitation Construction Project [In Chinese]. Journal of Engineering Studies.2018,10(03):247-255.
Wu Lufeng, Jia Guangshe, Mackhaphonh Nikhaphone. Case Study on Improving the Effectiveness of Public Participation in Public Infrastructure Megaprojects. Journal of Construction Engineering and Management. Accept.
Mou Qiang, Jia Guangshe. Reference Class Forecasting (RCF) for Estimates and Approval of Governmental Construction Projects–A Case Study of Shenzhen’s Transportation Infrastructure Projects [In Chinese]. Statistics & Information Forum, 2018, 33(5) : 85-92.
Mou Qiang, Jia Guangshe. Improving Cost Estimate at Completion of Fixed-Deadline Construction Project [In Chinese]. Chinese Journal of Management Science, 2018,26 (4) :180-187
Jia Guangshe, Mou Qiang. Schedule interface optimization for airport megaprojects [In Chinese]. Journal of Tongji University (Natural Science), 2018, 46 (3)
Jia Guangshe, Mou Qiang. Time-risk Controlling in the Early Stage of Mega Construction Project [In Chinese]. Journal of Tongji University (Natural Science), 2018, 46 (1) :125-132
Jia Guangshe, Mou Qiang, Tang Kewei. Estimating construction duration for airport [In Chinese]. Journal of Tongji University (Natural Science), 2017, 45 (7) :1091-1098.
Jia, G. S., Yan, S. Y., Wang, W. J., Müller, R., & Lin, C. (2016). An empirical study on the generation mechanism of nimby conflicts of construction projects. Frontiers of Engineering Management, 3(1), 39.
Jia Guangshe, Wang Yi. Research on engineering social environment from the perspective of engineering philosophy [In Chinese]. Shanxi Architecture, v40, n8, p 275-276. ,2014.03.
Jia Guangshe, Chen Yuting, Xue Xiangdong, etc. The management organizational maturity model of mega-scale construction projects [In Chinese]. Engineering Economy, n3, p22-29.2014
Jia Guangshe, Ye Ting, Qi Jianjun. Study on civil airport project treatment model on the basis of equipment classification [In Chinese]. Shanxi Architecture, v40, n5, p 246-247, 2014.02.
Jia Guangshe, Ni Xiaochuan; Chen Zhen, etc. Measuring the maturity of risk management in large-scale construction projects. AUTOMATION IN CONSTRUCTION, ISSN 0926-5805, v34, pp. 56 – 66.2013.09
Jia Guangshe, Wang Juan, Yang Fangjun. Social Impact Assessment of Construction Project Based on Social Network Analysis [In Chinese]. Journal of Engineering Management, v27, n4, p62-66. 2013.08
Jia Guangshe, Gong Lizhi, Ding Xiaodi. A empirical study of project governance of mega government investment projects with the influence of project controlling [In Chinese]. Science & Technology Progress and Policy, v30, n23, p85-90. 2013.12
Qin Yongjun, Yu Jiang, Jia Guangshe, Liu Xuan. Assessing the Social Impact of Aiding-Projects in Xinjiang [In Chinese]. Journal of Xinjiang University (Philosophy, Humanities & Social Sciences),v41, n1,p74-77,2013.01
Jia Guangshe, Wang Wenjun, Qin Yongjun, Xie Wuping. Research on the Social Satisfaction Construction of Large-Scale Project Based on Discrete Choice Model. Science & Technology Progress and Policy v29, n18, p76-80.2012.09
Jia Guangshe, Xia Zhijian, Chen Shuang, Jiang, Aili. The study of project governance in large-scale construction project——case study on Shanghai Hongqiao comprehensive transportation hub (In Chinese), Construction Economy. NO.11 (2011).
Jia Guangshe, Yang Fangjun, Wang Guangbin, etc. A study of mega project from a perspective of social conflict theory. International Journal of Project Management, v 29, n 7, p 817-827, 2011.10
Jia Guangshe, Chen Yuting, Xue Xiangdong, etc. Program management organization maturity integrated model for mega construction programs in China. International Journal of Project Management, v 29, n 7, p 834-845, 2011.10
Jia Guangshe, Yang Fangjun, You Rui, Hong Baonan etc. The study of evaluation indicator in large-scale construction project’s social impact based on GA-BP(In Chinese), Science & Technology Progress and Policy. NO.19, 2010
Jia Guangshe, Cao Li. The study of engineering project’s knowledge transformation mode (In Chinese), Science & Technology Progress and Policy. NO.10, 2008
Jia Guangshe, Yang Shouhua, Cao Li. The study of large-scale construction project’s management maturity based on owners (In Chinese), Project Management Technology. No.7, 2008
Jia Guangshe, Cao Li. The cultivation of engineer’s engineering thoughts (In Chinese), Studies in Dialectics of Nature. No.6, 2008
Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018), A theory framework for balancing vertical and horizontal leadership in projects International Journal of Project Management, 36(1), s. 83- 94.
Müller, Ralf; Zhai, Li & Wang, Anyu (2017), Governance and governmentality in projects: Profiles and relationships with success, International Journal of Project Management, 35(3), s. 378- 392.
Müller, Ralf; Pemsel, Sofia & Shao, Jingting (2015), Organizational enablers for project governance and governmentality in project-based organizations, International Journal of Project Management, 33(4), s. 839- 851.
Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf Josef (2018), Practopoietic lens to conceptualize temporary organizing, Singapurean Journal of Business Economics, and Management Studies, 6(8), s. 1- 11. Doi: 10.12816/0048621 – Fulltekst i vitenarkiv
Yu, Miao; Vaagaasar, Anne Live, Müller, Ralf Josef, Wang, Linzhuo & Zhu, Fangwei (2018), Empowerment: the key to horizontal leadership in project teams, International Journal of Project Management, 36(7), s. 992- 1006.
Drouin, Nathalie; Müller, Ralf Josef & Sankaran, Shankar (2018), Balancing vertical and horizontal leadership in projects: Empirical studies from Australia, Canada, Norway and Sweden, International Journal of Managing Projects in Business Doi: https://doi.org/10.1108/IJMPB-01-2018-0002
Pilkienė, Margarita; Alonderienė, Raimonda, Chmieliauskas, Alfredas, Šimkonis, Saulius & Müller, Ralf Josef (2018), The governance of horizontal leadership in projects, International Journal of Project Management, 36(7), s. 913- 924.
Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018),A theory framework for balancing vertical and horizontal leadership in projects, International Journal of Project Management, 36(1), s. 83- 94. Doi: 10.1016/j.ijproman.2017.07.003
Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018), A theory framework for balancing vertical and horizontal leadership in projects, International Journal of Project Management, 36(1), s. 83- 94.
Müller, Ralf; Packendorff, Johann & Sankaran, Shankar (2017), Balanced Leadership: A New Perspective for Leadership in Organizational Project Management
Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management
Turner, Rodney J. & Müller, Ralf (2017), The Governance of Organizational Project Management, Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management
Müller, Ralf; Turner, Rodney J., Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2017), Governance and Ethics in Temporary Organizations: The Mediating Role of Corporate Governance, Project Management Journal, 47(6), s. 7- 23. –
Jia, Guangshe; Yan, Songyu, Wang, Wenjun, Müller, Ralf & Lin, Chen (2016), An Empirical Study on the Generation Mechanism of NIMBY Conflicts of Construction Projects, Frontiers of Engineering Management, 3(1), s. 39- 49.
Müller, Ralf (2016), Governance mechanisms in projects
Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences
Piperca, S. & Floricel, S. (2023) Understanding project resilience: Designed, cultivated or emergent? International Journal of Project Management (Special Issue on Project Resilience), 41(3), Article ID 102453.
Prencipe A., Ceci F. « Does Distance Hinder Coordination? Identifying and Bridging Boundaries of Offshored Work » Journal of International Management, 2013, 19, 4, pp. 324-332.
Prencipe A., Grandiori A. “Organizational Invariants and Organizational Change: The Case of Pilkington plc” European Management Review, 2008, 5, 4, pp. 232-244.
Prencipe A., Pavit K., Brusoni S., “Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More Than They Make?” Administrative Science Quarterly, 2001, 46, 4, pp. 597-621.
Prencipe A., Tell F. “Inter-Project Learning: Processes and Outcomes of Knowledge Codification in Project-Based Firms”, Research Policy, 2001, 30, pp. 1373-1394.
Prencipe A., Van Den Ende J., Frediksen L., ‘The Front End of Innovation: Organizing Search for Ideas’ Special Issue of the Journal of Product Innovation Management, 2015, 32, 4.
Prencipe A., Cacciatori E., “Continuity in Project-Based Organizing” paper presented at the IRNOP Conference, University of Brighton, Sept. 2007.
Prencipe A., Arto K., Davies A. Kujal J. “The Project Business: Analytical Framework and Research Opportunities” in Morris, P., Pinto, J., Soderlund, J. (2011) (eds.) The Oxford Handbook of Project Management, Oxford: Oxford University Press.
Prencipe A., Laursen, K. and Masciarelli, F. “How Regional Characteristics Affect External Knowledge Acquisition and Innovation”, Organization Science, 2012, 23, pp. 177-193
Prencipe A., “Breadth and Depth of Technological Capabilities in Complex Product Systems: The Case of the Aircraft Engine Control System”, Research Policy, 2000, 29, pp. 895-911
Prencipe A. “The Role of Knowledge Bases in Complex Product Systems: Some Empirical Evidence from the Jet Engine Industry”, (with Paoli), Journal of Management and Governance, 1999, 3, 2
Prencipe A., Brusoni, S, and Jacobides, M., “Strategic Dynamics in Industry Architectures: The Challenges of Knowledge Integration” Special Issue of European Management Review, 2009, 6, 4.
Tee, R., Davies, A., & Whyte, J. (2018). Modular designs and integrating practices: Managing collaboration through coordination and cooperation. Research Policy
Tee, R., & Gawer, A. (2009). Industry architecture as a determinant of successful platform strategies: A case study of the i-mode mobile Internet service. In S. Brusoni, M.G Jacobides, and A. Prencipe (eds.) The Strategic Dynamics of Industry Architectures and the Challenge of Knowledge Integration, Special Issue, European Management Review 6, 217–232.

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