Abstract
Megaprojects are implemented by different organisations, such as owners, consultants, and contractors. Gradually, these organisations and their connections can form business networks that influence both the market position of individual organisations and project performance. Previous research on large-scale projects mainly focused on static and homogeneous networks that were constructed by one individual project and/or carried out over one-off collaboration. However, this neglected the consideration of project network diversity, as well as repetitive, dynamic, cross-project coopetition relationship (i.e., collaboration and competition) and long-term business networks formed by key actors. Here, we chose Chinese skyscrapers over 300 meters that were built from 1996 to 2015 as typical megaproject cases and analysed the formation and evolution of megaproject business networks from the perspective of interorganisational coopetition. We identified the key actors involved and empirically studied their dynamic network positions over time. The main contributions of this study are threefold. First, we found that past collaboration experience has direct and dynamic impacts on the formation of megaproject business networks. Second, we identified key actors in the interorganisational business network and unveiled their dynamic positions with clear patterns. Third, we highlighted the temporal-spatial effect on the formation and development of business networks, alongside developments in the megaproject market. The findings of this study also provide practical applications for owners to choose collaboration partners and to build high-performance teams and for suppliers to enter and sustain the business in the megaprojects networks.
Highlights
In the fields of architecture, engineering, and construction (AEC), companies tend to work on project-based businesses.e short-term nature of AEC projects can result in shortterm collaborative relationships and market competitionoriented long-term business networks
We find that there are a limited number of suppliers that can be selected due to the technical difficulties. ere are only a number of 187 major suppliers identified in this study, far less than 6-year regional case studies which have more than 2000 suppliers
The experience of interorganisational collaboration has a direct impact on network formation, and short-term interorganisational collaboration is the foundation of a long-term interorganisational business network
Summary
In the fields of architecture, engineering, and construction (AEC), companies tend to work on project-based businesses.e short-term nature of AEC projects can result in shortterm collaborative relationships and market competitionoriented long-term business networks ( referred to “coopetition”). In the fields of architecture, engineering, and construction (AEC), companies tend to work on project-based businesses. Artto and Kujala classified the research of AEC projects into four aspects: (1) management of a project; (2) management of a project-based organisation; (3) management of a project network; and (4) management of a business network [1]. The feature of business networks is the most complex and has become an emerging research area which involves multiple projects and organisations. It includes a temporary network and a permanent network, and the two can coexist and interact with each other. Tornroos applied the IMP business network approach, introducing the concept of space, and demonstrated its central role in describing the change and emergence of networks [2]
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