Integrating Construction and Operation of Large Interorganizational Projects Based on Resource Orchestration: A Case Study of Shanghai Airports

Abstract

The separation of construction and operation is a prevalent challenge in large interorganizational projects (LIPs). This study focuses on the integration of construction and operation (ICO) in such projects, aiming to explore how the resource orchestration theory can facilitate the seamless integration of construction and operation. Using Shanghai Airport Group as a case study, this research adopts a longitudinal single-case study approach to analyze 41 years of ICO practices from a full project lifecycle perspective. This study identifies three key phases—synergy, integration, and fusion—and systematically analyzes their respective drivers, actions, and outcomes. Furthermore, grounded in the resource orchestration theory, this study unveils the dynamic evolution mechanism of the ICO in large interorganizational projects. The findings indicate that achieving comprehensive and seamless integration requires project organizers to identify or establish key resources in human capital, technology, and organizational culture. Moreover, through planning alignment and organizational coordination mechanisms, these resources can be effectively connected, transformed, and expanded to facilitate the ICO. By synthesizing practical insights and theoretical deductions, this study provides strategic guidance for enterprises and governments in managing the ICO in large interorganizational projects.