From iconic design to lost luggage: Innovation at Heathrow Terminal 5

Davies, Andrew, Dodgson, Mark and Gann, David (2009). From iconic design to lost luggage: Innovation at Heathrow Terminal 5. In: Druid Summer Conference 2009 on Innovation, Strategy and Knowledge. DRUID Summer Conference 2009, Copenhagen, Denmark, (1-35). 17-19 June 2009.

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Name Description MIMEType Size Downloads
Author Davies, Andrew
Dodgson, Mark
Gann, David
Title of paper From iconic design to lost luggage: Innovation at Heathrow Terminal 5
Conference name DRUID Summer Conference 2009
Conference location Copenhagen, Denmark
Conference dates 17-19 June 2009
Proceedings title Druid Summer Conference 2009 on Innovation, Strategy and Knowledge
Place of Publication Copenhagen, Denmark
Publisher DRUID
Publication Year 2009
Sub-type Fully published paper
Start page 1
End page 35
Total pages 35
Collection year 2010
Language eng
Abstract/Summary This paper aims to contribute to understanding of how organizations respond to risk and uncertainty by combining and balancing routines and innovation. It shows how approaches to risk and uncertainty are shaped by the contractual framework in large multi-party projects. The paper addresses a gap in the literature on how risk and uncertainty is managed to deliver innovation in large-scale ‘megaprojects’. These megaprojects are notorious for high rates of failure that conventionally evoke organizational strategies avoiding risks and uncertainties. Yet strategies for managing risk and uncertainty are essential to the routines and innovation that overcome the challenges of successfully delivering large-scale, complex projects. Efforts to eliminate or minimize risks must take advantage of standardized, repetitive and carefully prepared routines, processes and technologies. However, emergent events and problems encountered during the project also require innovative, novel or unique solutions to keep the project on track to successful completion. Therefore, managing risks and uncertainties in megaprojects involves finding a judicious balance between performing routines and promoting innovation. The research setting for this study is London Heathrow Airport’s Terminal 5 (T5), and a 10-year research study into its planning, design, construction and operation. T5 was a large and highly complex project, with a budget of £4.3 billion and involving over 20,000 contracting organizations. The T5 project used a contractual framework that differed considerably from industry norms, and encouraged collaboration, supplier responsibility and shared risk. The project was delivered to budget and on time.
Subjects 150307 Innovation and Technology Management
910406 Technological and Organisational Innovation
Q-Index Code E1
Q-Index Status Confirmed Code
Additional Notes Paper #5622

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Created: Mon, 15 Mar 2010, 12:16:38 EST by Karen Morgan on behalf of UQ Business School