Institutional Entrepreneurship and Megaproject: A Case of the Hong Kong–Zhuhai–Macau Bridge

The question of how institutional entrepreneurs working on megaprojects successfully enact change in regard to logic practices remains an unsolved problem in megaproject management literature. Building on an in-depth case study of a megaproject in China, we examine how institutional entrepreneurs manage in order to transform a conventional construction logic into a new logic of “mechanization, autoassembling, and factory construction” in steel bridge industry. We present a model of institutional work conducted by entrepreneurs for institutional entrepreneurship in the megaproject platform. Based on this case, we highlight the significance of institutional compatibility and institutional governmentality in implementing the new logic practices. This article contributes to the literature by examining the different forms of institutional work conducted by entrepreneurs with the aim of driving the institutional changes, and exploring the relationship between megaproject management and institutional entrepreneurship.