Collaboration patterns in the Dutch railway sector

Abstract

Decision-making on changes to large infrastructural systems is complex. It involves many actors, the system shows unpredictable behaviour and the environment in which decision-making takes place is dynamic. In a unique development case of the Dutch railway sector two decision-making processes regarding the same issue are performed in two consecutive years. Although, from a technical perspective, the elements of the processes are similar, the decisions in each year are different. In this paper, we use game concepts to explain the different outcomes. Other frequently adopted decision-based models that focus on the technical perspective do not distinguish between both processes. Game concepts are able to reveal the hidden actor and context dynamics of the process and provide action perspective. To identify the game concepts present in the decision-making process, we first consider whether these concepts are mentioned in interviews with decision-makers in our case. Thereafter, we interpret the processes using the identified game concepts. The fact that, in the second year, more external issues are discussed and pressure increased created room for another decision.