Cultural Change in Infrastructural Sector

Recent developments in the international infrastructural sector have led to a rethink of organizational culture and cultural collaborative relationships. Previous research (Veenswijk, 2004; Van Marrewijk, 2005; Boersma & Kingma, 2005) has borne out that many organizations taking part in infrastructural chains are struggling with questions concerning cultural identity and the (relative) positioning of one’s own organization in relation to the partners in the chain. The central theme in the sub-programme Cultural Change and Innovation in the Infrastructural Sector concerns the nature of the relationship between developments of organizational cultures on the one hand and the safeguarding of substantive public values on the other hand (e.g. Jørgensen and Bozemann, 2002). With our research, we wish to gain insight into the manner in which collaborative cultures develop, into the dilemmas which develop as a result and into the manner in which public values can be enduringly safeguarded. In particular, we will focus on four research questions:

  1. What have been the dominant cultural developments in the (international) infrastructural chain in the post-war period and how can they be marked out?
  2. How have public and private parties given direction to this, of which specific cultural intervention instruments have they availed themselves and what dominant types of sectorial cultures came about as a result?
  3. What are the most important cultural dilemmas that public and private parties are struggling with in their mutual (collaborative) relations and what “coping strategies” are developed in the process?
  4. Which best practices surrounding the formation of new orientations of cultures in project-based collaborations can best safeguard such public values as dependability, accessibility, sustainability as well as safety and transparency?


Researchers: