Abstract
Delay factors are frequent in the construction industry globally, resulting in significant overruns in project cost and time. In context, megaprojects can be more prone to critical delays, hence, demanding a high degree of self-confident leadership. Despite the continuous scholarly attempts to examine mega construction project success, the underlying role of critical delay factors and leadership self-efficacy has been largely overlooked. Hence, to address these rarely examined linkages, the present study empirically explored the effects of critical delay factors (CDFs) on transnational mega construction project (TMCP) success with the moderating influence of leadership self-efficacy (LSE). Based on a study sample (N = 211) extracted from the China–Pakistan Economic Corridor, the hypothesized relationships were tested through partial least squares–structural equation modeling. The study included nine critical delay factors and three subdimensions of TMCP success, derived from previous research. The findings revealed a negative relationship between CDFs and TMCP success, as a 1% increase in CDFs triggered a 28.8% negative change in TMCP success. A positive moderating effect of LSE on the relationship between CDFs and TMCP success was also empirically supported, as 1% increase in LSE resulted in 18.4% positive change in TMCP success. The present study bridges the fragmented literature on critical delay factors in the global construction industry, megaproject success, and project leadership, by providing the first empirical evidence linking these potential relationships. Moreover, the present study also provides an extension to existing studies to identify the role of CDFs and LSE in impacting multi-faceted success (i.e., management success, ownership success, and investment success) in mega construction projects.
Highlights
Mega construction projects are considered the backbone of the construction industry and contribute to vast amounts of revenue to global economies
By studying the China–Pakistan Economic Corridor (CPEC), this study offers insights on critical delay factors in megaprojects and identifies their role in the multifaceted success in transnational mega construction projects [1,5,6]
The PLS measurement model identified that all latent variables (CDFs, leadership self-efficacy (LSE), transnational mega construction project (TMCP) success) have Cronbach’s alpha and composite reliability values greater than 0.70, which is over and above the minimum threshold, confirming the reliability of the study constructs [68,69]
Summary
Mega construction projects are considered the backbone of the construction industry and contribute to vast amounts of revenue to global economies. About 6% of the global gross domestic product is yielded from construction developments, and in part, from megaprojects. Sustainability 2022, 14, 2091 megaprojects is either local or global, and these are the barometers of the construction industry’s health [1,2]. Along with the rapid increase in global construction industry outputs, transnational projects’ opportunities have increased. The economic globalization of the last two decades has changed the geostrategic preferences so that governments around the world can profit from economic synergy [1]. With the change in global trends, countries have changed and redefined their policies and preferences to defend their interests through collaboration with transnational projects [1,2]
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