Abstract
Once started, Infrastructure Megaprojects (IMs) are considered too big to fail and too costly to be terminated, as the pressure to complete them is enormous. While project studies literature focuses on the underperforming nature of IMs, particularly in terms of cost, time and benefits, it mainly discusses projects that have been materialized. Despite such rich literature focusing on explaining why IMs fail, there is limited research focusing on project termination, more specifically projects that have been terminated during the construction stage. This paper focuses addresses the following research question: How do organisations deal with project termination? To answer this question, semi-structured interviews and are being carried out with decision-makers in project organisations delivering IMs. As IMs are increasingly relevant to society, we investigate how decision-makers reach the decision of termination and when to do it.