Abstract
Megaprojects encounter numerous innovation challenges as well as cross-organization cooperation demands. The paper aims to clarify the relationship between stakeholders’ psychological ownership and cooperative innovation performance. It proposes modelling the behaviors’ mediator process and how and why the megaproject stakeholders’ psychological ownership impacts their cooperative innovation performance. The research aims to expand the domain of psychological ownership by temporary cross-organization aspects and reveal behavioral influence mediation mechanism. This paper opted for an empirical study adapting the SEM approach. Tools such as pre-survey and documentary analysis are applied to design the questionnaire scale. This paper acquired 237 valid questionnaires from seven megaprojects to validate the impact of stakeholders’ psychological ownership on cooperative innovation performance. This paper finds that the following: (1) the psychological ownership of megaproject stakeholders has a negative impact on cooperative innovation performance, which is realized through the dual mediators of territorial behavior and social loafing; (2) psychological ownership has a positive effect on both territorial behavior and social loafing, while territorial behavior and social loafing have a negative effect on cooperative innovation performance. This paper reveals that psychological ownership’s negative influence mechanism on cooperative innovation performance, in temporary cross-organization, further provides support for improving cooperative innovation performance.
Highlights
Introduction and BackgroundMegaprojects are uncertain, complex, and politically sensitive projects that cost more than US$ 1 billion and involve numerous stakeholders’ lives and work, which are usually operated by the project department entrusted by the government [1, 2]. e scale of megaprojects determines that there are a large number of unprecedented innovations in the construction of megaprojects, such as design innovations under ultradesign specifications, technology innovations for large-scale construction, and multistakeholder multicultural collaborative innovations
Erefore, based on the context of megaprojects, this study constructed a driving mechanism of stakeholders’ psychological ownership on cooperative innovation performance of stakeholders under a cross-organizational context. is study found that both territorial behavior and social loafing negatively moderated the relationship between megaproject stakeholders’ psychological ownership and cooperative innovation performance
Based on the megaproject innovation context, this study constructs psychological ownership to cooperative innovation performance driving mechanism which is not mentioned in other literature studies
Summary
Each innovation point of megaprojects is always a specific multidirectional connection node in the megaproject’s system network. Due to the cooperative nature of multistakeholders in megaproject’s collaborative innovation and contribution commonality, the Advances in Civil Engineering stakeholders often adopt social loafing strategy [6]. Erefore, based on the social impact theory, expectation theory, and social exchange theory [7], this paper considers stakeholders’ psychological ownership, territorial behavior, social loafing, and cooperative innovation performance in the same research framework in the context of megaprojects. En, questionnaires designed for stakeholders of seven megaprojects were conducted to investigate the impact of megaproject stakeholders’ psychological ownership on cooperative innovation performance. Is paper is expected to construct a systematic theoretical framework in terms of reviewing systematically and summarizing the impact mechanism of stakeholders’ psychological ownership on cooperative innovation performance. Exploring the impact of stakeholders’ psychological ownership on social loafing is beneficial for revealing the causes of stakeholders’ social loafing at a cooperation level
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