Dynamics of mega infrastructure decision-making in Saudi Arabia
Item Status
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Date
Authors
Abstract
This
research
aims
at
understanding
the
dynamics
of
the
macro
institutional
set
up
of
decision-‐making
regarding
Mega
infrastructure
projects
(MIP)
in
the
Saudi
context.
It
was
noted
in
the
literature
review
that,
in
the
domain
of
project
management,
there
are
gaps
of
knowledge
about
decision-‐making
in
MIPs,
that
can
be
filled
by
studying
the
institutional
culture
of
decision
making
in
specific
contexts.
Because
of
the
uniqueness
of
the
context
and
the
scarcity
of
studies
on
this
aspect
of
the
MIPs
within
Saudi
Arabia,
any
meaningful
inquiry
must
involve
direct
engagement
with
the
key
decision
makers.
Therefore,
this
research
conducted
interviews
with
key
decision
makers
and
high
government
officials
regarding
their
process
for
decision-‐making
for
major
projects.
The
researcher
looked
into
the
relation
of
the
Five-‐Year
plan
(FYP)
to
MIP
in
planning
and
development.
The
main
findings
from
this
research
suggest
that
there
are
minor
impacts
of
the
FYP
on
the
decision-‐making
process
in
MIPs,
and
that
there
are
conflicts
between
several
key
institutions
on
the
vision
and
implementation
of
the
FYP.
The
research
concluded
that
MIPs
are
developed
outside
the
hierarchy
of
national
plans
and
that
the
development
of
MIPs
play
into
power
geometers
by
their
political
champions.
This
raises
the
long-‐term
strategizing
risk
for
the
MIPs.
The
research
also
presents
what
can
be
deduced
from
the
fifteen
interviews
as
internal
and
external
issues
that
can
affect
the
MIPs
decision
making
and
development.
The
study
concludes
with
recommendations
for
the
overall
institutional
setup
of
decision-‐making
in
Saudi
Arabia
and
recommendations
for
the
FYP
formation
stages.
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