Abstract
As one of the emerging research fields of sustainability management, Organizational Citizenship Behavior (OCB), especially its influence on project performance, has been drawing increased attention both in the academic and industrial areas. Nevertheless, existing studies mainly examine the static relationship between OCB and project performance but fail to explore the dynamic characteristic of the relationship as a project may evolve and proceed over the time. Therefore, this paper aims to evaluate the dynamic impacts of OCB on the performance of megaprojects with the assistance of a system dynamic model. Four causal feedback loops and a stock-flow diagram were developed to illustrate the dynamic influencing mechanism, and three distinct policies quantitatively simulated the possible impacts arising from the changes of OCB on the whole system and, specifically, on the performance megaproject. The results show that an increase in the AIRPP (actual increasing rate of potential promotion) exerts significant influence on the improvement in OCB and the performance of megaprojects. The higher the AIRPP in the multi-policy scenario, the higher the OCB and the performance. One major contribution is that this study is one of the first studies to explore the potential use of system dynamics to model megaproject organizational behavior and its performance with implications in both the practical and cultural promotion of OCB.
Highlights
Megaprojects are defined as large-scale and complex ventures that typically cost $1 billion or more and take many years to develop and build; these projects generally involve multiple public and private stakeholders with transformational impacts on millions of people [1]
Considering the contribution of Organizational Citizenship Behavior (OCB) to the improvement of the performance of megaprojects, scholars in the academic and industrial areas have carried out various research on how to promote OCB
Previous studies have demonstrated the important role of OCB in the construction sustainability management and considerable studies have been conducted to examine the relationship between OCB and project performance in the last few decades
Summary
Megaprojects are defined as large-scale and complex ventures that typically cost $1 billion or more and take many years to develop and build; these projects generally involve multiple public (national interested) and private stakeholders with transformational impacts on millions of people [1]. Since the early 2000s, megaprojects have become an emerging area in the field of construction project management due to global urbanization, urban revitalization, and redevelopment [3]. Participants’ (for example, construction workers) willingness to work in extreme conditions is key to ensure the accomplishment of megaprojects [7]. This kind of phenomenon is a typical behavior known as Organizational Citizenship Behavior (OCB) in the context of megaprojects, referring to the positive behavior of participants in megaprojects, which contributes to the achievement of the construction projects’ goals, but has not been directly or explicitly stipulated in formal contracts [8]. The existing studies have mainly concentrated on qualitative analyses based on surveys, failing to quantify the impact of OCB on project performance
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