ABSTRACT
Their long trajectory of decision making and execution makes urban megaprojects that combine investments in real estate, public spaces and infrastructures to create new urban locales, particularly prone to the effects of changing political, economic, technical and social conditions. This chapter analyses how three prominent projects, Amsterdam Zuidas, Copenhagen Ørestad and Melbourne Docklands coped with such turbulence during their delivery phase. It assesses their strategic ambiguity as the presence of a normative ambiguous mission and the organizational capacity to combine institutional reflection and pragmatic action.
