| Research Paper of the Year

This award celebrates nominees who have advanced the theory, knowledge and practice of project management through a published academic paper.

To be eligible to enter this category the research paper must have been published (i.e. not online first or early cite) in a peer-reviewed journal in 2023. A research paper can only be entered into this category once. Entrants can be members or non-members of APM, from both in and outside of the UK.

Entries should take the form of a 1,000-word personal statement addressing the criteria below, accompanied by the published research paper in pdf format.

Congratulations to our winner...

Judges comments
This paper presents a compelling examination of the termination of infrastructure megaprojects during the delivery stage. It challenges conventional wisdom by introducing the concept of ”Reverse Escalation of Commitment” and provides a practical checklist for assessing the health of infrastructure megaprojects.

Judges commented that Digging in the megaproject’s graveyard is a well-executed research paper contributing to project management theory and Practice. The insights provided can shape future research agendas and improve the management of megaprojects worldwide.

Digging in the megaproject’s graveyard: Why do megaprojects die, and how to check their health?

Our paper challenges the traditional narrative that the commencement of a megaproject is an irreversible decision.

By analysing 30 megaprojects terminated during the delivery stage, we introduce a novel theory: “The Reverse Escalation of Commitment”, which elucidates the reasons behind the abandonment of megaprojects and the circumstances leading up to such decisions.

We also provide a practical checklist, allowing decision-makers to assess if the megaproject is “unhealthy” and identify potential areas of action that, if not acted upon, can kill the megaproject.

Strategic responses to external stakeholder influences

Our research enhances theoretical comprehension in project management by exploring resilience and stakeholder management in temporary organisations.

We combine process-based resilience with reactive stakeholder management strategies to address gaps and offer useful insights into project managers' responses. We also fill the methodological gap by using grounded theory methodology to develop a theoretical framework that combines resilience and stakeholder theories.

The findings can be valuable since they provide managers with a range of techniques to make decisions promptly, taking into account socio-legal, cultural, and organisational aspects.

Category criteria and weighting

Contribution to theory  25%

• Value to academia - The paper should have made significant contribution to project management theory.

Research methodology and methodological rigour  25%

• Appropriate use of research methodology to the research question under investigation.

Significance to practice  25%

• Potential for practical applicability or the research or the relevance of the research to project management practice.

Potential for impact  25%

• Demonstration of dissemination activities and potential impact.