Measuring the readiness of a megaproject

Shenoy, Dinesh; Mahanty, Biswajit

doi:10.1108/ijmpb-05-2020-0154

Cited by 13 publications

(12 citation statements)

References 47 publications

(84 reference statements)

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“…Megaprojects, with their huge spatial and temporal characteristics have been significant drivers and boosters of economic and social development [ 1 ]. Thus, both public and private organizations worldwide have resorted to the development of megaprojects as one of the most preferential routes to provide benefits to local municipalities and society at large [ 2 ]. However, they are typically characterized by “enormous resource consumptions and significant environmental impacts” [ 3 , 4 , 5 ].…”

Section: Introductionmentioning

confidence: 99%

Megaproject Environmentally Responsible Behavior in China: A Test of the Theory of Planned Behavior

Xie

Huang

Xia

et al. 2022

IJERPH

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Construction megaprojects play a significant role in today’s infrastructure provision in terms of sustainable development, and their increasing proliferation worldwide means the environmentally responsible behavior (ERB) of those involved are becoming of vital importance. This study investigates how ERB can be best supported in megaprojects by first identifying the motivational factors that are involved based on the theory of planned behavior (TPB), followed by a survey of 188 managers involved in China megaprojects to test the TPB model using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results strongly support the TPB model’s predictive ability, with subjective norms being the strongest predictors, followed by attitudes and perceived behavioral control. These findings provide support for decision makers in helping to cultivate and improve the level of megaproject ERB in China and many other such countries that are similarly involved.

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Section: Introductionmentioning

confidence: 99%

Megaproject Environmentally Responsible Behavior in China: A Test of the Theory of Planned Behavior

Xie

Huang

Xia

et al. 2022

IJERPH

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“…Megaproject leaders lacking required leadership competencies may fail to support the containment of high complexity and deep uncertainty. Leadership in megaprojects is dynamically transferred between related actors and thus cannot be attributed to one person; therefore, leadership and commitment from key project actors are crucial to successful project delivery (Cao et al, 2021;Shenoy and Mahanty, 2021).…”

Section: Irresponsible and Unqualified Key Participantsmentioning

confidence: 99%

“…Moreover, authoritarianism-dominant paternalistic leadership is considered to contribute to the remarkable achievements in megaproject delivery in China (Wan et al, 2020). Senior executives have substantial authority and power and the voices of team members are restrained, which inhibits stakeholder engagement and reduces transparency in decision-making (Shenoy and Mahanty, 2021). When regulatory mechanisms are ineffective in exposing project misbehavior, asymmetric power relationships in paternalistic leadership will lead to greater information opaqueness and opportunistic decision making.…”

Section: Information Uncertainty and Asymmetrymentioning

confidence: 99%

“…Traditional risk management approaches focusing on predictable events are insufficient to deal with unforeseen uncertainties like crises (Crosby, 2012;Nachbagauer and Schirl-Boeck, 2019). Lack of adaptability to unexpected events and underperformance of megaprojects appear to be the norm (Love et al, 2018;Shenoy and Mahanty, 2021). A project facing a crisis either adapts effectively to the situation or disintegrates and fails with disastrous outcomes.…”

Section: Introductionmentioning

confidence: 99%

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An investigation of key precursors of megaproject crises

Ai-min

2022

IJMPB

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PurposeDetecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience.Design/methodology/approachDrawing on the theory of weak signals, 25 potential precursors of megaproject crises are extracted. Using exploratory structural equation modeling (ESEM), four models were tested to identify key crisis precursors based on a questionnaire survey of 168 megaproject participants in China. Analysis of variance (ANOVA) was employed to examine the differences in participants’ perceptions of key crisis precursors.FindingsFour key crisis precursors were identified: Imbalance of Benefits and Costs, Irresponsible and Unqualified Key Participants, Regulatory Mechanisms Lacking Transparency and Flexibility, and Information Uncertainty and Asymmetry. Compared with senior executives, team members think that key crisis precursors related to regulatory mechanisms and key participants are more likely to trigger crises, which affects responsive actions toward detected crisis precursors. The findings help identify problems at an early stage and enable timely intervention to mitigate crises.Research limitations/implicationsDetection of key crisis precursors allows for proactive and targeted actions to mitigate crises. Megaproject development is affected by institutional mechanisms. The influence of institutions on the effectiveness of crisis management needs further investigation.Originality/valueLimited attention has been paid to recognizing precursors of megaproject crises. This study identifies four key crisis precursors by uncovering the interrelationships among potential precursors, which enables rapid adaptation to future crises.

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“…It can avoid the impalpable and arbitrary result. Therefore, the analysis showed that the identified papers could be categorized into five clusters: megaproject management in general [29,[116][117][118][119], megaproject sustainability [27,34,[120][121][122][123], megaproject governance [22,[124][125][126][127][128][129], megaproject investment and finance [44,48,92,[130][131][132], and megaproject risk management [95,112,[133][134][135][136]. When the topic of a paper was related to multiple clusters, the paper was classified into the most closely related cluster.…”

Section: Research Topics Of the Identified Papers In Megaproject Management Researchmentioning

confidence: 99%

Megaproject Management Research: The Status Quo and Future Directions

Yuan

Wang

et al. 2021

Buildings

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Megaproject practices worldwide have triggered increasing research in megaproject management issues and led to an increasing number of papers being published during the last decade. However, it is demonstrated by the literature that there is no systematic examination on research development in the discipline of megaproject management, and consequently it is very difficult for scholars to quickly understand and grasp the research trend. Therefore, a research question naturally comes out, i.e., what is the status quo of megaproject management research and what are the research directions worthy of further investigation? This study aims to answer the question by conducting a systematic examination of the research development in the discipline of megaproject management. A total of 117 relevant articles, identified from six major international journals between 2009 and 2021, were analyzed based on the number of papers published annually, main author contributions, citations, categorization of the research methods and data analysis methods adopted, and research topics covered. The results indicated that developed countries, such as Australia, Canada, the United States, and the United Kingdom, have enjoyed significant advantages in terms of megaproject management research. It also revealed that more sophisticated views and theory have been used effectively, rather than only basic qualitative methods, in a number of studies on megaproject management. Future studies on megaproject management will be led globally, where megaprojects will remain designed and built to better built environments. In addition, continuous in-depth research on related topics can promote innovation in megaproject management to achieve sustainable megaproject development. Megaproject management will continue to be a hot research topic in the future; in particular, megaproject investment and finance management have emerged as new challenging topics. The findings can be valuable for both industry practitioners and researchers to gain deeper understanding of the current status and future directions of megaproject management research.

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Measuring the readiness of a megaproject

Cited by 13 publications

References 47 publications

Megaproject Environmentally Responsible Behavior in China: A Test of the Theory of Planned Behavior

Megaproject Environmentally Responsible Behavior in China: A Test of the Theory of Planned Behavior

An investigation of key precursors of megaproject crises

Megaproject Management Research: The Status Quo and Future Directions

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