Projectification and governance evolution in public sector strategy: A case study of Shenzhen Qianhai mega new town development in China

As projectification increasingly dominates the public sector, policies and strategies are predominantly implemented through projects. Achieving long-term strategic goals often entails complex, multi-level projectification, posing significant challenges to the governance capacity of the public sector and demanding a dynamic and adaptive governance system. Yet, existing literature lacks systematic research on this issue. Building on projectification research and governance theory, this study aims to reveal the projectification and governance evolution in public sector strategies, as well as the underlying mechanisms. We employ a longitudinal case study of a Chinese public sector strategy: the Shenzhen Qianhai Mega New Town Development. Tracing its fifteen-year evolution from conception to operation, our findings demonstrate that implementing such project-based strategies involves dynamic interactions among goal setting, institutional system development, organizational structuring, and project planning and construction. Based on these findings, we develop a conceptual model—the SIOP framework (Strategy, Institution, Organization, Project)—to capture the underlying evolutionary mechanisms of public sector strategies. This study contributes to projectification research by integrating governance theory and providing empirical insights, while also offering practical implications for public sectors.