Abstract
The importance of social responsibility strategy for the sustainable development of megaprojects has been widely concerned, while types and motivations of social responsibility behavior have also been analyzed and examined in the corporate management literature. However, the typical social responsibility behaviors in megaprojects and the various motivations and factors that influence stakeholders’ selection of social responsibility behavior have not been fully considered and confirmed. In this study, camouflage behavior and collaborative behavior are taken as representative social responsibility behaviors. Based on the social action theory, the impact of relevant influencing factors is empirically examined and stakeholder’s selection of these two behaviors toward megaproject social responsibility (MSR) is explored. Results from the sample data of 127 management staff with megaproject experience from the participating parties revealed that synergistic behavior is driven mainly by relationship quality (RQ), whereas hypocritical behavior is affected by RQ, institutional pressure, and external appeals. In addition, the mutual feedback mechanism significantly improves the RQ of participating parties, which indirectly affects both behaviors. These findings bear implications in realizing the management of social responsibility behavior in megaprojects and guiding the participating parties to coordinate and implement social responsibility.
Highlights
Megaproject social responsibility (MSR) refers to the obligation of megaproject participating parties on the social and environmental impacts of their decisions and activities through transparent and ethical behavior during the project life cycle [1, 3]
This paper attempts to use social action theory, through social responsibility cognition at the level of internal characteristics, relationship quality and external appeals at the level of interorganizational relations, and mutual feedback mechanism and institutional pressure at the level of external scenarios to explore the decisionmaking of stakeholders on hypocritical behavior and synergistic behavior in megaproject social responsibility. e empirical results show that the theoretical framework of megaproject social responsibility behavior choice proposed by previous research has certain explanatory power for the behavior selection of participating parties
Good performance of MSR plays an active role in promoting economic development, eliminating social conflicts, establishing a harmonious relationship between human and environmental ecology, and implementing the concept of sustainable development [3, 7]
Summary
Megaproject social responsibility (MSR) refers to the obligation of megaproject participating parties on the social and environmental impacts of their decisions and activities through transparent and ethical behavior during the project life cycle [1, 3]. MSR is closely related to the behavior of stakeholders. E lack, improperness, or alienation of any party’s behavior toward responsibility may damage the investment efficiency and break the social image of the project and even lead to its termination [11, 12]. Successful implementation of MSR requires close cooperation among all parties during the entire project life cycle. The motivations and factors that influence the social responsibility behavior of each stakeholder vary, leading to different MSR behaviors (MSRBs). The motivations and factors that influence the social responsibility behavior of each stakeholder vary, leading to different MSR behaviors (MSRBs). eir behavior exhibits remarkable multiheterogeneity, complex
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