ABSTRACT
Megaprojects tend to be defined as multi-billion dollar/euro infrastructure projects characterised by complexity (van Marrewijk et al., 2008). Typically, they are multi-stakeholder projects, often public-private partnerships, comprise political sensitivities, and are highly contested (Flyvbjerg et al., 2003). Frick (2008) describes them in terms of the ‘Six Cs’: colossal in size and scope; captivating because of their size, engineering achievements or aesthetic design; costly, not only in the absolute cost of construction, but also in that costs are typically underestimated; controversial, attracting much public protest; complex in the sense of high levels of risk and uncertainty; and laden with control issues related to confusion over who makes the decisions, who manages, operates and/or regulates them, as well as potential interference by the project funders. Arguably, megaprojects are frequently anti-competitive, and are rife with, or at least highly prone to, corruption (Flyvbjerg, 2005; 2014).
