Adapting the organizational structures of clients to deal with uncertainty in major infrastructure programs

Managing uncertainty poses a persistent challenge for clients delivering major infrastructure programs, characterized by their complexity and dynamic nature. This study explores how client leaders and managers adapt organizational structures to address evolving uncertainty across the program lifecycle. Based on a multi-case study with four airport programs in China, we identify four dominant perceived uncertainty characteristics—ambiguity, volatility, complexity, and criticality—that shift across program phases. This research reveals how these perceptions trigger shifts in program management strategies (target-oriented, change-oriented, integration-oriented, and risk-oriented), which guide two key patterns of organizational structure adaptation: centralization (centralizing or decentralizing decision-making) and departmentation (functionalizing or divisionalizing responsibilities). We present a framework that links managerial perception, strategy, and structure, offering new insights into uncertainty management and organizational adaptation in program management. Flexible governance frameworks should be designed, empowering the client organization to adapt its internal structure as it progresses through the program lifecycle.