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State support is critical to enhancing a country’s capacity for innovation and for delivering large-scale complex projects where significant upfront investment is required. These megaprojects are high risk due to their size, investment level, time duration and the type of innovation required. Their complexity means that context affects decision-making, innovation approach taken and project implementation. We utilise the 1921 Great Britain Imperial Airship Scheme to examine the impact of environment on the delivery by a State/government firm and a Private firm of a megaproject bound by common technical specifications. Edquist’s System of Innovation (2006) was used to examine the context; Flyvbjerg’s four sublimes (2012, 2014) to examine shifting stakeholder motivations, and Morris and Geraldi ( 2011 ) project management levels to critically examine how the megaproject unfolded. We argue the value of using select contemporary theory to deepen understanding of past historical megaproject implementation and perceptions of success.

Comparing private and public approaches to state megaproject implementation: The R100-R101 airship development case study