All Mega-Projects are Local? Citizen Participation Lessons from the Big Dig

Abstract

ABSTRACT.

This paper examines the impact of managerial philosophy on public participation. Specifically the paper explores the historical development of Boston’s Central Artery/Tunnel project, more commonly known as the Big Dig, with a particular focus on how the two men most closely associated with the conception and construction of the project approached this type of administrative reform. This paper uses the concept single and double loop learning to illuminate how each manager attempted to implement this reform.

Department

Political Science

Publication Date

Summer 2009

Journal Title

Journal of Public Budgeting, Accounting & Financial Management

Publisher

PrAcademics Press

Document Type

Article

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