Resumen
Governance processes and image management strategies in large-scale urban development projects are exposed to a range of contextual and internal actor-network-related influences. These relations are complex and, due the long realization time of these projects, cannot be entirely anticipated by management strategies. This research investigates how organizations manage these complexities and uncertainties, what strategies they employ, and how these strategies adapt over time. The research analyzes the empirical case of the Amsterdam Zuidas development through a series of interviews conducted with key stakeholder group representatives and an extensive study of the development visions at different milestones of the development. The study relates these findings to the theoretical framework of Henry Mintzberg on strategy formation and finds that large-scale urban development projects need to employ overlapping strategies and engage in adaptive learning to balance development ambitions with the internal and external influences affecting the strategies.