Antai College of Economics and Management, Shanghai Jiao Tong U., China
The transition from pre-construction to construction in megaprojects requires a shift from planning and preparatory organizational forms to those focused on implementation, collaboration, and operational execution. A critical question of practical and theoretical significance is how to effectively manage this transition in megaprojects, particularly in the transnational context. This longitudinal case study examines the Jakarta-Bandung High-Speed Rail, Southeast Asia’s first high-speed rail system, jointly developed by China and Indonesia. Drawing upon the process model, this research analyzes key dimensions such as task interdependence, inter-organizational cooperation, inter-temporal uncertainties, and megaproject improvisation, thereby proposing a dynamic theoretical framework for megaprojects to manage their transitions from pre-construction to construction. The framework identifies mechanisms for addressing both common tasks and unique uncertainties, emphasizing the importance of coordination and improvisation between home and host countries. This research contributes to the intersection of operations and project management by providing theoretical insights and practical strategies for managing transitions in large-scale transnational projects. It serves as a valuable reference for future transnational megaprojects led by developing countries operating under similar conditions.
