Institutionalisation of sustainability in Indian megaprojects: an organisational field-based approach

Abstract

PurposeMegaprojects have a long-lasting impact on all three dimensions of sustainability-social, environmental and economic. The advent of the COVID-19 pandemic has further heightened the importance of sustainability due to its disastrous consequences on the global economy and business activities. This study aims to explore the interactions and interventions of various actors in the megaproject field to institutionalise sustainability.Design/methodology/approachThe current study adopted the organisational field approach as the theoretical lens to understand the decision-making process amongst multiple actors with conflicting interests that come together to play an active role in addressing a common interest of sustainability in megaprojects. A single case study has been undertaken using an Indian metro rail megaproject with multiple sources of data (interviews, documents, media reports).FindingsThis study showed that the institutionalisation of sustainability is dependent on interactions of various organisations and influences from institutions. Various institutional measures organised within the field to enhance sustainability practices before and during the COVID-19 pandemic are captured. Four institutional logics (instrumental, intrinsic, equivocal and political) that emerged from the case study are discussed. Finally, while not exhaustive, this study proposed recommendations that can help refine sustainability actions considering COVID-19 implications on megaprojects.Research limitations/implicationsThis study's findings emerged from a single case study. The developed conceptual framework can help further research with multiple cases of megaprojects in various fields or countries.Originality/valueThis study would be novel in advancing the organisational field approach in megaproject sustainability.

Stakeholder management challenges and strategies for sustainability issues in megaprojects: case studies from Australia

“…The main purpose of stakeholder engagement in megaprojects is to acquire transparency in decision making by way of stakeholder participation and inputs of feedback. Most of the external stakeholders seem to be less aware about the consequences of megaprojects, and project organisations seem to try limiting their interaction with external stakeholders to as less as possible; but maintaining the required transparency, continuous communication and engagement of external stakeholders are necessary for a successful megaproject (Thounaojam et al, 2022). Kumaraswamy et al (2017) argue that project organisations do not communicate with their stakeholders and do not engage them in decision making early enough in planning phase, leading to disruptions in project execution later.…”

“…While strictly following formal regulations, informal relationship with stakeholders is also required for project's performance regarding environment protection and project transparency (Xue et al ., 2020). However, project managers found it challenging to convince and influence with only project benefits and rewards in case of stakeholders like NGOs, public interest groups, environmentalists, communities in direct vicinities, who had greater value for sustainability (Thounaojam et al ., 2022). Participation and interests of such concerned long-term stakeholders needs to be managed throughout project's lifecycle.…”

A review of drivers of sustainability in mega infrastructure projects: An institutional approach

“…In addition, such acts are believed to promote attaining sustainability in projects and enhance the reputation of the organisation and the confidence of the client or end-users (Brooks and Rich, 2016). Having such standards and certification makes the projects more adept at supporting sustainability actions (Thounaojam, et al, 2022).…”