Adopting a QCA Approach to Investigating the Risks Involved in Megaprojects from Auditing Perspective

Abstract

There is an increase of megaproject construction worldwide. At the same time, risks involved in megaprojects have also become a wide concern. Extending from the macrolevel of qualitative analysis focusing on complexity, politics, and morality, the research conducted the microscopic empirical analysis on twenty-two typical cases by adopting the quality comparative analysis (QCA) from the auditing perspective. Different from the traditional analysis method taking each causation as independent variable, the results in the study revealed that there was complex multiple concurrent causation among eight conditions; additionally, the configuration of those would be divided into six types, among which, the coverage of the three types, namely, project management risk, preliminary and construction risk, and tendering and contract management related risk, was almost eighty percent. Finally, megaproject risks in China were caused by complicated and changeable combination conditions, which would provide a new breakthrough for seeking analyzing megaproject risks through this quantitative analysis method, and indicate the researchers and practitioners to control the megaproject risks from a more systematic way.

The Impact of Tendering Management Practices on Oil & Gas Project Scope Creep in the UAE: A Structural Equation Modeling Method

“…Prior to contracting any project, the three steps of the TM process-the three that have been discussed-include accurate details analysis of the project's needs, contractor/supplier information, and tendering and contracting techniques (Zaigham et al, 2018). As an additional example, if stakeholders or parties to a project lack complete information, their trust in one another will decrease during project execution, increasing the costs of post-award transactions since the owner may hire a third party consultant to assess the project's success (Diabagate et al, 2017;Kassem et al, 2019;Ma et al, 2019;Miroslavas et al, 2017;Wimalasena & Gunatilake, 2018;Xia et al, 2017). All of the aforementioned authors claimed in their studies that TM activities lower project risks, however some of them omitted the phrase PSC or used it in an ambiguous manner.…”

“…), or both, to a business, and then choosing the contractor after carefully examining all of the proposals in accordance with predetermined criteria and negotiating (Diabagate et al, 2017). The CQ's DC is the culmination of all TM activities, such as well-applied supplier selection criteria for private tenders, budget confirmation, tendering board/committee & multi-decision criteria, e-tendering/e-procurement, well cost estimation mechanism, tendering policies & procedures, clarified scope & duration in tendering documents/template, pre-defined technical & commercial bids evaluation criteria, legalize terms & conditions, pre-defined tendering (Diabagate et al, 2017;Kassem et al, 2019;Ma et al, 2019;Miroslavas et al, 2017;Wimalasena & Gunatilake, 2018;Xia et al, 2017). The PSC is also a result of the lowest bidder submitting partial information under time constraints, which goes against the CQ parts of DC and CC (Baig & Kureshi, 2018).…”