KaydedilenlerDerginizi ekleyin

Dergiler / Sosyal Bilimler Araştırmaları Dergisi / 2026 / Cilt: 21 Sayı: 1

Mega Projelerde Operasyon Yönetimi ve Tedarik Yönetimi: Kuramsal Bir İnceleme

Operations Management and Supply Management in Mega Projects: A Theoretical Review

Ali Görgün(ÇUKUROVA ÜNİVERSİTESİ, KOZAN MESLEK YÜKSEKOKULU, YÖNETİM VE ORGANİZASYON BÖLÜMÜ)0009-0007-2888-9090
Sayfa
421–443
Yayın Tarihi
2026-06-29
🏛️Bu makalenin bibliyografik verileri ve tam metin bağlantısı DergiPark üzerinden sağlanmıştır.
DergiPark Kaydı ↗
✨

Yapay Zeka Hızlı Bakış & Çıkarımlar

AI Insight
⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

Böyle bir ortamda iş birliği, iletişim, koordinasyon ve güven çok önemli bir rol oynar.

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:Mega projeler, yaşam döngüsü boyunca gelişen kurum içi ve kurumlar arası sınırlarla, çok seviyeli ve çok aşamalı bir yapıda düzenlenmiş karmaşık ve gelişen bir organizasyon ağına sahiptir.
📊
Temel Bulgular & Veri:Proje koordinasyonu, resmi kontrol ve izleme; gayri resmi izleme; performansa bağlı ödüllendirme; risk tahsisi; ortak proje yönetimi uygulamaları; paylaşılan kültür, değerler ve normlar; iletişim ve bilgi paylaşımı boyutunda ele alınır.
💡
Sonuç & Katkı:Böyle bir ortamda iş birliği, iletişim, koordinasyon ve güven çok önemli bir rol oynar.
🔬Tür:Sistematik Derlemeler ve Meta Analiz
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Stratejik Yönetim · Mega Projeler · Proje Yönetişimi

Özet

Mega projeler, yaşam döngüsü boyunca gelişen kurum içi ve kurumlar arası sınırlarla, çok seviyeli ve çok aşamalı bir yapıda düzenlenmiş karmaşık ve gelişen bir organizasyon ağına sahiptir. Mega projelerde yönetişim mekanizmaları, iş birliği ve koordinasyon mekanizmalarıyla bir arayüz bulunmaktadır. Proje koordinasyonu, resmi kontrol ve izleme; gayri resmi izleme; performansa bağlı ödüllendirme; risk tahsisi; ortak proje yönetimi uygulamaları; paylaşılan kültür, değerler ve normlar; iletişim ve bilgi paylaşımı boyutunda ele alınır. Tedarik, başarı için stratejik olarak önemlidir. Bu geçici çok organizasyonlu koalisyon sıklıkla, sponsor ve operatör olan bir “sahip”, program yöneticisi rolünü üstlenen bir “teslimat ortağı”, sistem entegratörü olarak hareket eden “1. Kademe ana yükleniciler”, alt sistemleri tedarik eden “2. Kademe alt yükleniciler”, bileşenler sağlayan “3. Kademe Tedarikçiler” ve hammaddelere kadar alt bileşenlerle katkıda bulunan sonraki katmanlardan oluşur. Mega projelerde yer alan çok sayıda aktör, aralarında çok sayıda sözleşme dışı ilişki olduğu anlamına gelir. Böyle bir ortamda iş birliği, iletişim, koordinasyon ve güven çok önemli bir rol oynar.

Abstract

Mega-projects feature a complex and evolving network of organisations, structured within a multi-level, multi-stage framework characterised by internal and inter-organisational boundaries that evolve throughout the project lifecycle. In mega projects, governance mechanisms interface with collaboration and coordination mechanisms. Project coordination is addressed in terms of formal control and monitoring; informal monitoring; performance-based incentives; risk allocation; joint project management practices; shared culture, values and norms; and communication and information sharing. Procurement is strategically vital for success. This temporary, multi-organisational coalition typically comprises an ‘owner’ acting as sponsor and operator; a ‘delivery partner’ assuming the role of programme manager; ‘Tier 1 prime contractors’ acting as system integrators; “Tier 2 subcontractors” supplying subsystems, “Tier 3 suppliers” providing components, and subsequent layers contributing with sub-components down to raw materials. The large number of actors involved in mega-projects implies the existence of numerous non-contractual relationships between them. In such an environment, collaboration, communication, coordination and trust play a vital role.

🔖

Bu Makaleye Atıf Yap

Görgün, A. (2026). Mega Projelerde Operasyon Yönetimi ve Tedarik Yönetimi: Kuramsal Bir İnceleme. Sosyal Bilimler Araştırmaları Dergisi, Cilt: 21 Sayı: 1, 421–443. https://doi.org/10.48145/gopsbad.1750478

📄 Tam Metin PDF Okuyucu

📄

PDF görüntüleyici hazırlanıyor...

Kaynakça (95)

  1. Adami, V. S., & Verschoore, J. R. (2018). Implications of network relations for the governance of complex projects. Project management journal, 49(2), 71-88.
  2. Alawad, H., Kaewunruen, S., & An, M. (2020). A deep learning approach towards railway safety risk assessment. IEEE Access, 8, 102811-102832.
  3. Alnasseri, N. (2015). Managing and controlling airport construction projects: A strategic management framework for operators. University of Northumbria at Newcastle (United Kingdom).
  4. Artto, K., Ahola, T., & Vartiainen, V. (2016). From the front end of projects to the back end of operations: Managing projects for value creation throughout the system lifecycle. International Journal of Project Management, 34(2), 258-270.
  5. Bahemia, H., & Roehrich, J. K. (2023). Governing open innovation projects: The relationship between the use of trust and legal bonds. Industrial Marketing Management, 110, 17-30.
  6. Bekker, M. C. (2014). Project governance:" Schools of thought". South African Journal of Economic and Management Sciences, 17(1), 22-32.
  7. Benítez-Ávila, C., Hartmann, A., Dewulf, G., & Henseler, J. (2018). Interplay of relational and contractual governance in public-private partnerships: The mediating role of relational norms, trust and partners' contribution. International journal of project management, 36(3), 429-443.
  8. Bennett, F. L. (2007). The management of construction: A project lifecycle approach. Routledge.
  9. Boateng, P., Chen, Z., & Ogunlana, S. O. (2015). An Analytical Network Process model for risks prioritisation in megaprojects. International journal of project management, 33(8), 1795-1811.
  10. Brintrup, A., Wang, Y., & Tiwari, A. (2015). Supply networks as complex systems: a network-science-based characterization. IEEE Systems Journal, 11(4), 2170-2181.
  11. Brookes, N. J., & Locatelli, G. (2015). Power plants as megaprojects: Using empirics to shape policy, planning, and construction management. Utilities Policy, 36, 57-66.
  12. Butts, G., & Linton, K. (2009, April). The joint confidence level paradox: A history of denial. In NASA Cost Symposium (No. KSC-2009-062).
  13. Cai, H., Wang, Z., & Wang, W. (2024). Spatiotemporal investigation and determinants of interprovincial innovation network from a multilayer network perspective. Technology Analysis & Strategic Management, 36(9), 2171-2186.
  14. Caldas, C. H., Menches, C. L., Reyes, P. M., Navarro, L., & Vargas, D. M. (2015). Materials management practices in the construction industry. Practice Periodical on Structural Design and Construction, 20(3), 04014039.
  15. Cerić, A. (2015). Trust in construction projects. Routledge.
  16. Ceric, A., Vukomanović, M., Ivić, I., & Kolarić, S. (2021). Trust in megaprojects: A comprehensive literature review of research trends. International journal of project management, 39(4), 325-338.
  17. Chakkol, M., Selviaridis, K., & Finne, M. (2018). The governance of collaboration in complex projects. International journal of operations & production management, 38(4), 997-1019.
  18. Chan, A. P., Scott, D., & Chan, A. P. (2004). Factors affecting the success of a construction project. Journal of construction engineering and management, 130(1), 153-155.
  19. Chen, H. L. (2015). Performance measurement and the prediction of capital project failure. International Journal of Project Management, 33(6), 1393-1404.
  20. Chen, Y. C., Li, P. C., & Arnold, T. J. (2013). Effects of collaborative communication on the development of market-relating capabilities and relational performance metrics in industrial markets. Industrial Marketing Management, 42(8), 1181-1191.
  21. Chesbrough, H., Lettl, C., & Ritter, T. (2018). Value creation and value capture in open innovation. Journal of Product Innovation Management, 35(6), 930-938.
  22. Chester, M., & Horvath, A. (2010). Life-cycle assessment of high-speed rail: the case of California. Environmental research letters, 5(1), 014003.
  23. Crosby, P. (2017). Shaping complex mega-projects: practical steps for success. Australian journal of civil engineering, 15(1), 1-19.
  24. Currie, G., & De Gruyter, C. (2016). Exploring performance outcomes and regulatory contexts of Light Rail in Australia and the US. Research in Transportation Economics, 59, 297-303.
  25. Dainty, A. R., & Brooke, R. J. (2004). Towards improved construction waste minimisation: a need for improved supply chain integration?. Structural Survey, 22(1), 20-29.
  26. Davies, A., & Brady, T. (2016). Explicating the dynamics of project capabilities. International journal of project management, 34(2), 314-327.
  27. Davies, A., & Mackenzie, I. (2014). Project complexity and systems integration: Constructing the London 2012 Olympics and Paralympics Games. International journal of project management, 32(5), 773-790.
  28. Davies, A., Gann, D., & Douglas, T. (2009). Innovation in megaprojects: systems integration at London Heathrow Terminal 5. California management review, 51(2), 101-125.
  29. Davies, A., MacAulay, S. C., & Brady, T. (2019). Delivery model innovation: Insights from infrastructure projects. Project Management Journal, 50(2), 119-127.
  30. Denicol, J. (2020). Managing megaproject supply chains: Life after Heathrow Terminal 5. Successful construction supply chain management: Concepts and case studies, 211-235.
  31. Denicol, J., Davies, A., & Krystallis, I. (2020). What are the causes and cures of poor megaproject performance? A systematic literature review and research agenda. Project management journal, 51(3), 328-345.
  32. Denicol, J., Davies, A., & Pryke, S. (2021). The organisational architecture of megaprojects. International Journal of Project Management, 39(4), 339-350.
  33. Ekeskar, A., & Rudberg, M. (2016). Third-party logistics in construction: the case of a large hospital project. Construction management and economics, 34(3), 174-191.
  34. Etzkowitz, H., & Dzisah, J. (2008). Rethinking development: circulation in the triple helix. Technology Analysis & Strategic Management, 20(6), 653-666.
  35. Fanousse, R. I., Nakandala, D., & Lan, Y. C. (2021). Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review. International Journal of Managing Projects in Business, 14(6), 1335-1358.
  36. Fernandes, A., Spring, M., & Tarafdar, M. (2018). Coordination in temporary organizations: Formal and informal mechanisms at the 2016 Olympics. International Journal of Operations & Production Management, 38(6), 1340-1367.
  37. Giaccone, S. C., & Magnusson, M. (2022). Unveiling the role of risk‐taking in innovation: antecedents and effects. R&D Management, 52(1), 93-107.
  38. Gil, N., & Beckman, S. (2009). Introduction: Infrastructure meets business: Building new bridges, mending old ones. California Management Review, 51(2), 6-29.
  39. Gil, N., Miozzo, M., & Massini, S. (2012). The innovation potential of new infrastructure development: An empirical study of Heathrow airport's T5 project. Research Policy, 41(2), 452-466.
  40. Gonzalez-Moreno, Á., Triguero, Á., & Sáez-Martínez, F. J. (2019). Many or trusted partners for eco-innovation? The influence of breadth and depth of firms' knowledge network in the food sector. Technological Forecasting and Social Change, 147, 51-62.
  41. Grün, O. (2004). Taming giant projects: Management of multi-organization enterprises. Springer Science & Business Media.
  42. Guo, Z., Wang, Q. E., & Cao, X. (2025). Unlocking the Mechanism of Technological Innovation Cooperation in Megaprojects: A 3C Theory Perspective. Buildings, 15(13), 2185.
  43. Hart, L. (2016). Procuring successful mega-projects: How to establish major government contracts without ending up in court. Routledge.
  44. Hetemi, E., Jerbrant, A., & Mere, J. O. (2020). Exploring the emergence of lock-in in large-scale projects: A process view. International Journal of Project Management, 38(1), 47-63.
  45. Hietajarvi, A. M., Aaltonen, K., & Haapasalo, H. (2017). Managing integration in infrastructure alliance projects: Dynamics of integration mechanisms. International Journal of Managing Projects in Business, 10(1), 5-31.
  46. Hofman, E., Halman, J. I., & Van Looy, B. (2016). Do design rules facilitate or complicate architectural innovation in innovation alliance networks?. Research policy, 45(7), 1436-1448.
  47. Jagtap, M., & Kamble, S. (2015). Evaluating the modus operandi of construction supply chains using organisation control theory. International Journal of Construction Supply Chain Management, 5(1), 16-33.
  48. Jagtap, M., & Kamble, S. (2020). An empirical assessment of relational contracting model for supply chain of construction projects. International Journal of Managing Projects in Business, 13(7), 1537-1560.
  49. Janne, M., & Rudberg, M. (2022). Effects of employing third-party logistics arrangements in construction projects. Production planning & control, 33(1), 71-83.
  50. Jiang, X., Wang, L., Cao, B., & Fan, X. (2021). Benefit distribution and stability analysis of enterprises’ technological innovation cooperation alliance. Computers & Industrial Engineering, 161, 107637.
  51. Khosravi, P., Rezvani, A., & Ashkanasy, N. M. (2020). Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects. International Journal of Project Management, 38(1), 36-46.
  52. Kujala, J., Aaltonen, K., Gotcheva, N., & Lahdenperä, P. (2021). Dimensions of governance in interorganizational project networks. International Journal of Managing Projects in Business, 14(3), 625-651.
  53. Le, P. L., Jarroudi, I., Dao, T. M., & Chaabane, A. (2021). Integrated construction supply chain: an optimal decision-making model with third-party logistics partnership. Construction management and economics, 39(2), 133-155.
  54. Liu, S. (2015). Effects of control on the performance of information systems projects: the moderating role of complexity risk. Journal of Operations management, 36, 46-62.
  55. Liu, Z., Ding, R., Wang, L., Song, R., & Song, X. (2023). Cooperation in an uncertain environment: The impact of stakeholders' concerted action on collaborative innovation projects risk management. Technological Forecasting and Social Change, 196, 122804.
  56. Maylor, H., Meredith, J. R., Söderlund, J., & Browning, T. (2018). Old theories, new contexts: extending operations management theories to projects. International Journal of Operations & Production Management, 38(6), 1274-1288.
  57. McLaren, M., & Loosemore, M. (2019). Swift trust formation in multi-national disaster project management teams. International Journal of Project Management, 37(8), 979-988.
  58. Meng, X. (2015). The role of trust in relationship development and performance improvement. Journal of Civil Engineering and Management, 21(7), 845-853.
  59. Montequín, V. R., Fernández, S. C., Fernández, F. O., & Balsera, J. V. (2016). Analysis of the success factors and failure causes in projects: comparison of the Spanish information and communication technology (ICT) sector. International Journal of Information Technology Project Management (IJITPM), 7(1), 18-31.
  60. Muruganandan, K., Davies, A., Denicol, J., & Whyte, J. (2022). The dynamics of systems integration: Balancing stability and change on London's Crossrail project. International Journal of Project Management, 40(6), 608-623.
  61. Narayanan, S., Balasubramanian, S., Swaminathan, J. M., & Zhang, Y. (2020). Managing uncertain tasks in technology‐intensive project environments: A multi‐method study of task closure and capacity management decisions. Journal of Operations Management, 66(3), 260-280.
  62. Nasir, H., Haas, C. T., Young, D. A., Razavi, S. N., Caldas, C., & Goodrum, P. (2010). An implementation model for automated construction materials tracking and locating. Canadian Journal of Civil Engineering, 37(4), 588-599.
  63. Pan, Y., & Zhang, L. (2021). A BIM-data mining integrated digital twin framework for advanced project management. Automation in Construction, 124, 103564.
  64. Pauget, B., & Wald, A. (2013). Relational competence in complex temporary organizations: The case of a French hospital construction project network. International journal of project management, 31(2), 200-211.
  65. Pero, M., & Rossi, T. (2014). RFID technology for increasing visibility in ETO supply chains: a case study. Production planning & control, 25(11), 892-901.
  66. Price, A. D. F., Ganiev, B. V., & Newson, E. (2003). Changing strategic management practice within the UK construction industry. Strategic Change, 12(7), 347-366.
  67. Pryke, S. (2017). Managing networks in project-based organisations. John Wiley & Sons.
  68. Qazi, A., Quigley, J., Dickson, A., & Kirytopoulos, K. (2016). Project Complexity and Risk Management (ProCRiM): Towards modelling project complexity driven risk paths in construction projects. International journal of project management, 34(7), 1183-1198.
  69. Ravesteijn, W., He, J., & Chen, C. (2014). Responsible innovation and stakeholder management in infrastructures: The Nansha Port Railway Project. Ocean & Coastal Management, 100, 1-9.
  70. Riazi, S. R. M., Nawi, M. N. M., Salleh, N. A., & Ahmad, M. A. (2019). Collaborative Supply Chain Management (SCM) Tools for Improved Teamwork in Construction Projects. International Journal of Supply Chain Management, 8(5), 473-480.
  71. Rudolf, C. A., & Spinler, S. (2018). Key risks in the supply chain of large scale engineering and construction projects. Supply Chain Management: An International Journal, 23(4), 336-350.
  72. Ruuska, I., Artto, K., Aaltonen, K., & Lehtonen, P. (2009). Dimensions of distance in a project network: Exploring Olkiluoto 3 nuclear power plant project. International journal of project management, 27(2), 142-153.
  73. Safa, M., Shahi, A., Haas, C. T., & Hipel, K. W. (2017). Construction contract management using value packaging systems. International Journal of Construction Management, 17(1), 50-64.
  74. Sankaran, S. (2016). Industrial Megaprojects: Concepts, strategies and practices for success. Project Management Research and Practice, 3, 5118-5118.
  75. Shenhar, A. J., & Dvir, D. (2007). Reinventing project management: the diamond approach to successful growth and innovation. Harvard Business Review Press.
  76. Shi, Q., Zhu, J., & Li, Q. (2018). Cooperative evolutionary game and applications in construction supplier tendency. Complexity, 2018(1), 8401813.
  77. Shin, J., & Lee, H. (2013). Low-risk opportunity recognition from mature technologies for SMEs. Journal of Engineering and Technology Management, 30(4), 402-418.
  78. Stefano, G., Denicol, J., Broyd, T., & Davies, A. (2023). What are the strategies to manage megaproject supply chains? A systematic literature review and research agenda. International Journal of Project Management, 41(3), 102457.
  79. Szentes, H. (2018). Reinforcing cycles involving inter-and intraorganizational paradoxical tensions when managing large construction projects. Construction management and economics, 36(3), 125-140.
  80. Tchokogue, A., Nollet, J., & Beaulieu, L. (2017). Supply management for major sport events: The case of the 2010 Vancouver Olympic Games. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 34(1), 7-18.
  81. Uttam, K., & Roos, C. L. L. (2015). Competitive dialogue procedure for sustainable public procurement. Journal of Cleaner Production, 86, 403-416.
  82. Walsh, K. D., Hershauer, J. C., Tommelein, I. D., & Walsh, T. A. (2004). Strategic positioning of inventory to match demand in a capital projects supply chain. Journal of Construction Engineering and Management, 130(6), 818-826.
  83. Wang, D., Fang, S., & Fu, H. (2019). Impact of control and trust on megaproject success: the mediating role of social exchange norms. Advances in Civil Engineering, 2019(1), 4850921.
  84. Winch, G. M. (2014). Three domains of project organising. International journal of project management, 32(5), 721-731.
  85. Wu, Y., Yang, Y., Wang, Z., & Yuan, J. (2013). Macro Quality Chain Management and Coordination Optimization Research. J. Softw., 8(8), 2023-2031.
  86. Yang, D., He, Q., Cui, Q., & Hsu, S. C. (2018). Organizational citizenship behavior in construction megaprojects. Journal of Management in Engineering, 34(4), 04018017.
  87. Yang, Z., Nguyen, V. T., & Le, P. B. (2018). Knowledge sharing serves as a mediator between collaborative culture and innovation capability: an empirical research. Journal of Business & Industrial Marketing, 33(7), 958-969.
  88. Young, B., Hosseini, A., Klakegg, O. J., & Lædre, O. (2018). What Makes an Alliance an Alliance–Experiences from Australian Infrastructure Projects.
  89. Zeng, W., Wang, H., Li, H., Zhou, H., Wu, P., & Le, Y. (2018). Incentive mechanisms for supplier development in mega construction projects. IEEE Transactions on Engineering Management, 66(2), 252-265.
  90. Zerjav, V., Edkins, A., & Davies, A. (2018). Project capabilities for operational outcomes in inter-organisational settings: The case of London Heathrow Terminal 2. International journal of project management, 36(3), 444-459.
  91. Zhang, J., Qi, X., & Liang, C. (2018). Tackling complexity in green contractor selection for mega infrastructure projects: a hesitant fuzzy linguistic MADM approach with considering group attitudinal character and attributes’ interdependency. Complexity, 2018(1), 4903572.
  92. Zhao, N. (2019). Managing interactive collaborative mega project supply chains under infectious risks. International Journal of Production Economics, 218, 275-286.
  93. Zhong, Z., Zhang, C., Jia, F., & Bijman, J. (2018). Vertical coordination and cooperative member benefits: Case studies of four dairy farmers’ cooperatives in China. Journal of Cleaner Production, 172, 2266-2277.
  94. Zhou, Y., Xu, X., & Tao, L. (2022). The impact mechanism of high-speed railway on regional green innovation spillover under multi-dimensional paths. Environmental Impact Assessment Review, 95, 106795.
  95. Zwikael, O., & Sadeh, A. (2007). Planning effort as an effective risk management tool. Journal of operations management, 25(4), 755-767.