"This book presents detailed stories to explain the nature of power relations influencing megaproject decision-making practice. It presents a governmentality framework for decision-making, revealing the diverse forms of power - overt and covert - exercised in megaproject decision-making. The framework illustrates various permutations of the formal and informal aspects of governance and governing which gives rise to four broad behavioural contexts; namely, entrepreneurship, box ticking, recklessness, and deception. Academics and researchers interested in construction, management, engineering and those seeking practical guidance to better manage megaprojects should find this book useful"--