Governing Behavioral Relationships in Megaprojects: Examining Effect of Three Governance Mechanisms under Project Uncertainties

Zheng, Xin; Lu, Yujie; Chang, Ruidong

doi:10.1061/(asce)me.1943-5479.0000701

Cited by 53 publications

(32 citation statements)

References 127 publications

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“…This means that in an emergency construction task, the positive affect of employees can make them consciously carry out the task as per the greater needs, take initiative to work overtime without asking for extra pay, and actively participate in various meetings and activities. More importantly, positive affect can also promote harmonious relationships among employees, which in turn helps the organization maintain a harmonious relationship with other participating parties, the government, and surrounding residents to ensure rapid and efficient completion of the construction task (Zheng et al 2018(Zheng et al , 2019.…”

Section: Discussionmentioning

confidence: 99%

How the COVID-19 Outbreak Affected Organizational Citizenship Behavior in Emergency Construction Megaprojects: Case Study from Two Emergency Hospital Projects in Wuhan, China

Wang

Gao

et al. 2021

J. Manage. Eng.

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The rapid construction of emergency hospitals in areas with a severe COVID-19 outbreak was one of the effective ways to contain and fight the pandemic. However, such rapid construction megaprojects need more than a formal management system to drive the organizational citizenship behavior (OCB) of participants in order to compensate for the lack of formal rules and regulations. Two emergency hospitals especially built for COVID-19 are taken as case studies in this paper to establish a mechanism model and examine the impact of the perceived strength of the COVID-19 event on the emergency megaproject citizenship behavior (EMCB) based on affective events theory (AET). Data from 340 project participants in the two hospitals were collected and tested using structural equation modeling. The results demonstrate that first, the positive affect induced by the COVID-19 event is the direct antecedent that promotes EMCB. Participants' cognition of event criticality and event novelty was seen to have a positive driving effect on the positive affect. However, their cognition of event urgency and event disruption only triggers negative affect. Second, the positive affect induced by the COVID-19 event was seen to have a strong positive and direct promoting effect on the six dimensions of EMCB. Contrary to expectations, the negative affect induced by the COVID-19 event does not significantly influence the six dimensions of EMCB. This study provides empirical suggestions for project managers on how to motivate EMCB through public emergency management to help achieve project objectives.

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Section: Discussionmentioning

confidence: 99%

How the COVID-19 Outbreak Affected Organizational Citizenship Behavior in Emergency Construction Megaprojects: Case Study from Two Emergency Hospital Projects in Wuhan, China

Wang

Gao

et al. 2021

J. Manage. Eng.

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“…To maintain low social complexity, managers make use of their emotional-social competencies, such as interpersonal skills (Arnold, Fletcher & Molyneux, 2012;Mazur et al, 2014) and an informal approach (Zheng, Lu & Chang, 2019). Therefore, high emotional-social competency is the second necessary condition for highperformance megaproject configurations.…”

Section: Megaproject High Performancementioning

confidence: 99%

Complexity, leadership, and megaproject performance: A configuration analysis

Damayanti

Hartono

Wijaya

2021

JIEM

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Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

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“…Khallaf et al (2018) proposed a methodology to identify risks in PPP projects by modeling the organizational dynamics associated with the interactional risks using game theory, as supported by a case study of the Indiana Toll Road. Zheng et al (2019) explored the impact of three governance mechanisms, namely contract, trust, and institutional support, in facilitating the relational behavior of megaproject participants and how those affect project team performance, supported by data collected from 202 contractors and consultants working at megaprojects in China.…”

mentioning

confidence: 99%