Response of contractor behavior to hierarchical governance: effects on the performance of mega-projects

Yin, Hang; Wang, Dan; Yin, Yan; Liu, Junxiao; Deng, Bin-Chao

doi:10.1108/ecam-01-2020-0073

Cited by 11 publications

(13 citation statements)

References 69 publications

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“…, 2022). In essence, the very nature of the power lies in knowledge of the strategic capabilities of trading partners, and improper application of this knowledge can result in instability (Yin et al. , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…, 2020). Furthermore, the strategic capabilities of a subcontractor to enhance collaboration with main contractors can lead to improvements in productivity/quality (Yin et al. , 2022) and reduce the potential for extensions of time and cost overruns (Rehme et al.…”

Section: Discussionmentioning

confidence: 99%

“…The extent of collaboration between the subcontractor and main contractor impacts business transactions, strategies, action plans and performance outcomes in contractual relationships (Bayat et al, 2020). Furthermore, the strategic capabilities of a subcontractor to enhance collaboration with main contractors can lead to improvements in productivity/quality (Yin et al, 2022) and reduce the potential for extensions of time and cost overruns (Rehme et al, 2016).…”

Section: Strategic Capabilities Of a Subcontractormentioning

confidence: 99%

“…As the power dynamic between trading partners when developing project-based relationships or market-dependent relationships is highly volatile, strategic capabilities provide a good lens through which to assess the emerging power dynamics and to build appropriate business relationships (Shi et al, 2022). In essence, the very nature of the power lies in knowledge of the strategic capabilities of trading partners, and improper application of this knowledge can result in instability (Yin et al, 2022).…”

Section: Strategic Capabilities Of a Subcontractormentioning

confidence: 99%

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Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

Deep

Gajendran

Jefferies

et al. 2022

ECAM

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PurposeResearch on strategic procurement was mostly focussed on the clients' and main contractors' perspectives, while limited work had been done from a subcontractor's perspective. The paper hypothesises that “strategic capability” influences the latent constructs of power, dependence and collaboration in the main contractor–subcontractor relationship. Therefore, the purpose of this study is to investigate the influence of a subcontractor's strategic capabilities on power, dependence and collaboration.Design/methodology/approachA survey questionnaire was developed and distributed amongst the subcontractors in Australia, and 212 complete responses were received. Then second order confirmatory factor analysis and partial least square structure equation modelling (PLS-SEM) analysis were performed to test the hypothesised relationships.FindingsThe findings support “strategic capabilities” as a construct expressive of a subcontractor's unique market position and good business reputation. The findings also suggest that strategically capable subcontractors enhance their potential for forming partnerships with main contractors through dependence (StratC. → Dep., β = 0.84; Effect Size (ES) = 0.713; p < 0.01), collaboration (StratC. → Collab., β = 0.84; ES = 0.697; p < 0.01) and bargaining power (StratC. → Pow., β = 0.83; ES = 0.672; p < 0.01).Originality/valueThe study is one of its kind to explore the impact of a subcontractor's strategic capability on their bargaining power, dependability and ability to form collaborations. Furthermore, results indicate that the “strategic capabilities” of subcontractors can strongly influence their ability to create “dependence”, foster “collaboration” and exert “power” over a main contractor. The findings can help improve the strategic procurement decision-making processes of both subcontractors and main contractors to build better business relationships.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Strategic Capabilities Of a Subcontractormentioning

confidence: 99%

Section: Strategic Capabilities Of a Subcontractormentioning

confidence: 99%

See 2 more Smart Citations

Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

Deep

Gajendran

Jefferies

et al. 2022

ECAM

View full text Add to dashboard Cite

show abstract

“…Even though hierarchical governance has proven productive in megaprojects (Yin et al ., 2022), and some suggesting holonic management techniques considering megaprojects complexity (Gorod et al ., 2021), these are suitable within extent of management of project organisation. The main purpose of stakeholder engagement in megaprojects is to acquire transparency in decision making by way of stakeholder participation and inputs of feedback.…”

Section: Key Literature Findings On Stakeholder Management Challenges...mentioning

confidence: 99%

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

Senaratne,

KC,

Rai

2023

BEPAM

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PurposeMegaprojects are financially large and complex in scope, which require engagement of stakeholders from various institution and communities. With increased concerns from stakeholders on sustainability related issues, from environmental to socio-economic perspective, managing megaprojects has become quite challenging. Hence, there should be proactive approaches in active engagement of stakeholders from the start of the projects to overcome such issues. Currently, there is a knowledge gap on stakeholder management strategies specific to megaprojects on managing sustainability issues.Design/methodology/approachThis research has adopted review of secondary data from case studies to identify stakeholder management challenges and strategies in megaprojects around Sydney area. The documents related to three different projects were reviewed and data were collected through qualitative content analysis and coding with use of NVivo software for within case analysis and was followed by thematic approach for cross case analysis.FindingsEvery case study project's sustainability-related stakeholder issues are more similar than different to others. Differences are mostly in terms of intensity of impact of any issue in a particular project, and/or intensity of impact at certain phase of any project. Moreover, significant sectors and strategies have been identified for key focus to manage environment and socioeconomic issues. Whatever be the strategies, in case of megaprojects, they need to be mostly proactive.Originality/valueThis research has extended the knowledge on stakeholder management, in relation to managing sustainability-related issues of megaprojects during their design, construction and operation phases. This research offers useful strategies for project teams of megaprojects to develop a proactive stakeholder management plan, addressing unavoidable sustainability challenges.

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Using Fuzzy Cognitive Maps to Explore the Dynamic Impact of Megaproject Governance on Performance

Luo

Zhong

Zheng

et al. 2023

J. Infrastruct. Syst.

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Response of contractor behavior to hierarchical governance: effects on the performance of mega-projects

Cited by 11 publications

References 69 publications

Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

Influence of subcontractors' “strategic capabilities” on “power”, “dependence” and “collaboration”: an empirical analysis in the context of procurement decisions

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

Using Fuzzy Cognitive Maps to Explore the Dynamic Impact of Megaproject Governance on Performance

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