Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people
通过北京大兴国际机场的纵向案例研究，提出了一个涵盖战略、结构、流程和人员的综合框架，指导大型跨组织项目如何从临时性项目平稳过渡到持续性运营。
Abstract The transition from projects to operations requires a spanning from more temporary, goal‐oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter‐organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter‐organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter‐organizational projects.