Megaproject Success Research Articles

Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments

This paper analyses the complexities involved in planning and managing infrastructural megaprojects under changing regulatory environments. Through the case of the megaprojects by Autostrade, a motorway construction company, the paper illustrates that the notion of success is problematic and not easily defined when changes in regulations by regulatory bodies become sources of overflows, inducing changes in plans that had been previously agreed upon.Since regulations are dynamic, there may be a limit to which the initial planning parameters are legitimate benchmarks for the actualized megaproject's cost, time, and quality. It follows that a megaproject's success can result in orchestrating actions and reactions that involve both the capability of envisioning boundaries and demolishing them. This has severe implications for the notion of success itself, which does not easily fall into the traditional perspective of goal fulfillment but rather is linked to the inability to perceive the project's incompleteness.

The impact of BIM-based integration management on megaproject performance in China

With the rapid development of the global economy, the investment boom in megaprojects worldwide has been on the rise in the past several decades. As large temporary contract organizations, megaprojects are generally confronted with performance dilemmas. The managerial advantage of building information modeling (BIM) has been recognized as one of the critical factors for the success of megaprojects. In particular, BIM-based integration management (BIM IM) signifies the logical and reasonable coordination and integration of the required processes during the whole life-cycle of projects, which facilitates the implementation and management of megaprojects. However, limited empirical research has explored effective pathways for BIM IM in improving megaproject performance (MP). Thus, this study establishes a novel conceptual framework to explore the impacts of BIM IM on MP through information sharing (IS) and cooperation behavior (CB), as well as considering the moderating effects of top management team (TMT) heterogeneity and task conflict (TC). The empirical data were collected in megaprojects in China using the questionnaire survey, and data from 206 middle-senior managers was analyzed by structural equation modeling partial least-squares method. The research findings reveal the effectiveness of BIM IM in promoting IS and CB in megaprojects for ultimate MP. More specifically, BIM IM has a larger effect on IS than CB, and CB has a more profound impact on MP than IS. Meanwhile, TMT heterogeneity plays a negative moderating effect on the relationship between IS and MP, while TC shows a positive moderating effect on the relationship between CB and MP. The findings of this study provide new perspectives and practical strategies for stakeholders to support the effective use of BIM IM to achieve strategic management in megaprojects worldwide.

Exploring the both-and success paradox in mega construction projects: multi-dimensional assessments of paradoxical leadership, project agility and megaproject success

PurposeOrganizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).Design/methodology/approachDrawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (N = 209), we performed covariance-based structural equation modeling to test the conceptual model.FindingsThe findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.Originality/valueThis study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.

When and How Servant Leadership Leads to Megaproject Success: The Roles of Project Governance and Interpersonal Trust

Employing social exchange theory, we examined when and how servant leadership leads to megaproject success. Based on the data of 273 responses from project team members and project managers, our findings indicated that servant leadership improves project success in megaprojects by enhancing interpersonal trust. Additionally, when project governance is high, the effect of servant leadership on interpersonal trust is weaker. The study puts forth theoretical and practical implications for professionals working in mega construction projects.

Managing Stakeholder Pressure for Megaproject Success and Green Innovation: The Key Role of Social Responsibility

Organizations have prioritized green innovation (GI) following the increasing stakeholder pressure (SP) on sustainable growth through megaproject social responsibility (MSR). A sustainable megaproject delivery involves three essential determinants. However, few studies have focused on the complicated relationships between these determinants and megaproject success (MPS). Hence, this study examines the relationships between SP, GI, and MPS by considering the key mediating role of MSR. Data were collected from 245 respondents in Pakistan’s construction industries. The study tests the hypotheses using partial least squares structural equation modeling that SP positively influences both MPS and GI, and that MSR partially mediates this relationship. The findings suggest that stakeholder pressure plays a crucial role in promoting MPS and GI through the adoption of socially responsible practices. These findings add to the body of knowledge on the direct and indirect effects of SP and MPS and SP and GI, which have been inconsistent in previous research. In practice, engineering managers can increase GI and MPS by focusing more on SP and MSR.

Evolutionary game analysis on decision-making behaviors of participants in mega projects

Mega projects have a huge impact on the economy and society. Preventing collusive behavior and introducing public participation in supervision are conducive to the governance of mega projects and are crucial to the success of mega projects. The owner, the construction party, and the supervisor of the mega project are regarded as a collusion-body that may collude. Based on the evolutionary game theory, an evolutionary game model with collusion-body, the government, and the public as the participants is constructed. The stability of each participant’s strategy selection is analyzed, the conditions for achieving the evolutionarily stable strategy are obtained, and the evolutionary path of the strategy is simulated. The results show that the costs and benefits have important effects on the behavior of the three participants. Each participant’s strategy choice is affected by other participants, and there is a certain critical probability for each participant. If the critical value is greater than or less than, the participant’s strategy will change. There are five evolutionary stable strategies in the game system, and the costs and benefits conditions to achieve each evolutionary stable strategy are different. In the case of active government intervention and public participation in supervision, the ideal stabilization strategy can be achieved by changing the costs and benefits parameters of the participants, and then the governance effectiveness of the collusive behavior of mega projects can be improved.

Megaproject and the city: Theorizing social media discourses across the lifecycle of an infrastructure project

Managing the perception of project communities is critical to the success of infrastructure megaprojects. This study focuses on the Nagpur metro rail project in India to understand people's experiences and discourses in the pre-construction, construction, and operation phases. We use qualitative content analysis and open coding of the tweets from five years covering the lifecycle of the project to understand the discourses. The study identifies focus areas such as improving customer experience, sustainability, value for money, and embracing the local community. It also highlights the importance of effective communication and raising awareness to address community concerns throughout the lifecycle. The study provides a framework for using social media for community engagement over the megaproject's lifespan. This research can help megaproject management teams plan efficiently and create a positive perception of their projects.

Deconstructing Organizational Capabilities of Megaproject Owners: Dimensions and Levels

Given that a strong owner has been identified as an important factor in the success of megaprojects, there has been a growing recognition of the importance of megaproject owner organizational capabilities. However, the questions of what organizational capabilities do owners need to foster successful megaprojects, and whether these capabilities are the stronger the better, have yet to be addressed. To answer these questions, this study identified the dimensions of owner organizational capabilities based on literature and interviews, and developed several sets of parallel hypotheses. Based on the 229 valid questionnaire data collected, the relationships between owner organizational capabilities and megaproject success were analyzed through hierarchical multiple regression, and the results were discussed through expert interviews. The findings show that owner coordination, dynamic, and system integration capabilities have positive impacts on megaproject success, with coordination capabilities being the most significant. While the impact of motivational capabilities on megaproject success is inverted U-shaped. This study provides an actionable dimensional framework for megaproject owner capabilities, moving the field of owner organizational capabilities beyond the conceptual level. This study provides empirical evidence for the importance of megaproject owner organizational capabilities and takes a more dialectical view of a strong owner. The empirical results can provide insights and guidance on the configuration and development of megaproject owner capabilities.

Reimagining Infrastructure Megaproject Delivery: An Australia—New Zealand Perspective

Infrastructure megaprojects are increasing in size and number worldwide. Widespread shortcomings such as cost overruns, delays, litigious threats, and community opposition are now so pervasive there is a clear mandate to rethink the way we plan, deliver, and operate our infrastructure. In this context, we situate this research to understand how megaprojects can be set up for success. Data were collected from responses to a questionnaire survey, interviews, and case studies. The questionnaire was fielded by multiple agencies involved in infrastructure projects, such as engineers, construction organizations, and government delivery agencies. For qualitative insights, we conducted 30 interviews with participants from these agencies and studied cases that successfully implemented the themes identified. The results highlight the three themes with the highest impact in delivering projects successfully: (1) Improved integrated planning, business cases, and front-end engineering design; (2) efficient use of contracts; and (3) strengthening government and political engagement. This research contrasts the literature on megaproject success with data collected from questionnaires, case studies, and interviews. Collecting solutions that have solved issues effectively is an innovative aspect of our methodology, with these findings holding considerable value for ecosystem practitioners. Thus, we contribute by highlighting eight cost-effective, relevant, and efficient ways for reimagining infrastructure megaproject delivery.

Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China

This study empirically examines the success determinants that instigate or contribute to project success and empirically evaluates the levels of importance at which the ascertained determinants contribute to project success in China. Based on a literature review and interviews, a questionnaire survey used to gather a total of 129 valid responses was gathered from megaproject experts who have worked on at least a billion RMB (approximately USD 0.14 billion) worth of projects in different provinces. Moreover, factor analysis was adopted to explore and identify the underlying relationships among the identified critical success factors. The top three success factors were adequate communication and coordination among related parties, cooperation and strong support from local governments and partnering/relationships with key stakeholders. Six constructs were developed from thirty-five success variables using the Factor Analysis tool, with the topmost-ranked construct being organisational-related factors. This paper can provide valuable insights and a holistic critical success factor framework concerning construction megaproject management. Particularly, it contributes to a deepened understanding of the megaproject’s success factors and helps project stakeholders to manage megaprojects more effectively. Additionally, this study could serve as the premise for further empirical research on determining factors of megaproject success in different contexts.

Unpacking the “Black Box”: Understanding the Effect of Strength of Ties on Inter-Team Conflict and Project Success in Megaprojects

Megaprojects have been redefined as dynamic collaboration networks, which are characterized by the strength of the ties between teams. In China, megaprojects have long been criticized for low productivity, poor project implementation processes, and inter-team confrontation. Few studies in the construction domain have explored the relationship between the strength of ties, inter-team conflict, and project success. This research aims to investigate the relationship between the strength of ties, inter-team conflict, and project success in megaprojects. Strong ties and weak ties reflect the strength of ties. Inter-team conflict is measured by task-related conflict and relationship-related conflict. A questionnaire survey was conducted on Chinese megaprojects, and 306 questionnaires were collected. The data were analyzed by a structural equation model. The results indicate that strong ties positively impact task-related conflict while negatively impacting relationship-related conflict. Weak ties positively impact inter-team conflict. Task-related conflict and relationship-related conflict have positive and negative effects on project success, respectively. The effect of the strength of the ties on a project’s success is mediated by conflict. This study adds to existing research on the strength of ties and emphasizes the significance of megaproject network governance. The results reveal the constructive effects of the strength of ties and task-related conflict, as well as the non-constructive effects of relationship-related conflict. This provides a reference for megaproject managers to implement project governance.

Success Factors in Mega Infrastructure Projects (MIPs): Developing Nations Perspectives

There is a common understanding that megaprojects are important drivers of societal change. Their impact is an important phenomenon because of the influence on both society and economy. Despite the best practices all around the globe, numerous challenges can move a megaproject from a programmed success to a failure scenario. It can create an uncertainty over the result, impact as well as over the justification of the enormous amount of resources spent. Despite much research done so far, it is still not clear what are the causes of megaproject success. However, there seems to be no clear understanding as to what are the major success factors on which a project is judged in developing nation. Hence, this study aims to analyse the most vital success factors that would label a megaproject as being a complete accomplishment. The research was conducted using quantitative survey. The questionnaires were distributed to different stakeholders who have participated in previous megaproject. The questions were based on a Likert’s scale rating and analysed using relative important index (RII). The result from the analysis was then used in establishing the main success factors in mega project whilst focusing on what is regarded as the most important success factors as projects are unique with certain needs. The key finding from the study is the Project Managers experience and co existence with other stakeholders which was found as vital factor for the successful delivery of MIPs. Therefore, the research demonstrates the implication of the role of the project managers in terms of coordination of other parties in achieving stakeholders goal..

Effect of network position on inter-team conflict and project success in megaprojects

PurposeThis study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.Design/methodology/approachNetwork position is measured with centrality and structural holes. Substantive conflict and affective conflict reflect inter-team conflicts. A questionnaire survey was implemented in Chinese megaprojects, and 309 valid questionnaires were collected. The data were analyzed using structural equation modeling and bootstrapping methods.FindingsThe results show that centrality negatively impacts project success, while the presence of a team in a structural hole has no significant impact on project success. Centrality is negatively related to substantive conflict and is positively related to affective conflict. The team in a structural hole has a positive effect on substantive conflict and a negative effect on affective conflict. Substantive conflict and affective conflict have positive and negative effects on project success, respectively. The effect of network position on project success is mediated by inter-team conflict.Research limitations/implicationsThis research provides a reference for megaproject managers to better conduct network governance, manage inter-team conflict, and successfully manage projects. The study did not investigate the effects of changes in teams' network positions on project success. Future research should explore this facet of megaprojects.Originality/valueThis research adds to existing research on network position, and reveals that project network governance is important for megaproject success. This provides a new direction for megaproject management. Furthermore, the results validate constructive and non-constructive roles and the mediating role of inter-team conflict. This complements the literature on conflict management, providing a reference for megaproject managers when managing inter-team conflict.

PMBOK, IPMA and fuzzy-AHP based novel framework for leadership competencies development in megaprojects

PurposeEffective leaders have emerged as the cornerstone of project success. The major purpose of this paper is to propose a framework to categorize and prioritize leadership competencies for project managers in megaprojects.Design/methodology/approachIn the first stage, this study utilizes PMBOK 6th Edition, IPMA ICB 4.0 frameworks to develop a hierarchy-based four clusters of leadership competencies. In the second stage, a Fuzzy-AHP (Analytic Hierarchy Process) approach was employed to prioritize the leadership competencies for an organization dealing in megaprojects. Finally, using ordinal priority approach (OPA), the results of Fuzzy-AHP method are validated.FindingsBased on PMBOK, IPMA and literature, the proposed framework deduced twenty-four leadership competencies and grouped them in four clusters. The Fuzzy-AHP results indicate that among clusters, people competencies cluster is ranked most important, followed by perspective, practice, and innovation competencies. Considering the sub-categories and global weights, culture/values, governance, interpersonal skills, and development and growth emerged as the most important leadership competencies. The results from OPA corroborate the findings of Fuzzy-AHP method.Practical implicationsMegaprojects are characterized by massive investments and extensive economic and social impact. The proposed framework would be an important aid for policymakers to develop suitable strategies and programs to inculcate leadership competencies that would lead to successful project managers and improved project performance.Originality/valueThe need for this research stems from the need to integrate popular project management frameworks in leadership competencies development in project based organizations. The proposed integrated framework, based on PMBOK 6th Edition and IPMA ICB 4.0 competency frameworks, is an original contribution to understand and prioritize leadership competencies for megaproject success.

A process–oriented framework to measure development performance and success of megaprojects

The critical role of the front–end development phase for the success of megaprojects is widely acknowledged despite a lack of theorizing and empirical evidence on what constitutes development performance and success and how to measure them. Rational–instrumental conceptualizations focus on identifying a large number of universal success factors that help avoid the pitfalls of megaproject development. However, these approaches neglect the adversarial and contingent nature of megaprojects and the complex dynamic interactions between their multiple facets. As a remedy, to define and measure the performance and success of megaproject development phase, we build a process–oriented framework which focuses on convergence in terms of project representations and stakeholders’ volition. Then, we propose clear definitions of megaproject development performance and success, by attempting to address the ambiguous distinction between the definitions of overall project success and performance, and by suggesting ways in which our results could help set on a more rigorous ground the research on the relation between development phase performance and overall project success.

At the end of the world, turn left: examining toxic leadership, team silence and success in mega construction projects

PurposeFailures in both followership and leadership become inevitable as mega construction projects are directed and controlled by toxic leaders. Consequently, team member's desire for knowledge hoarding silence is triggered and goal alignment between the leader and team members suddenly fades away to realize success in mega projects. Considering the growing importance of these rarely examined constructs and fragmented literature on toxic leadership (TL), team silence and mega project success (PS) in the global construction industry, the present study aimed to examine the effects of TL and project team member's silence (PTMS) on the success of mega construction projects. Moreover, the mediating influence of PTMS to link TL and mega construction PS has also been explored.Design/methodology/approachDrawing on survey data of 326 project professionals directly associated with mega construction projects worth US$62bn under the China–Pakistan Economic Corridor (CPEC), the conceptual model was tested with covariance-based structural equation modeling (CB-SEM) using Mplus program. Scales were adapted from previous research to measure TL (with its five-dimensions including abusive supervision, authoritarian leadership, self-promotion, narcissism and unpredictability), PS (with its three-dimensions including project management success, project ownership success and project investment success) and project team members' silence. Reflective–formative second order assessments were specifically applied to measure the multi-dimensional nature of TL and PS, respectively.FindingsMplus estimations revealed that TL negatively influences PS, besides forcing a culture of silence among project team members. Interestingly, the relationship between TL and PS is also negatively mediated by the PTMS.Research limitations/implicationsThe present study's findings are derived from data of project professionals (N = 326) to examine success in megaprojects under the CPEC. Hence, these findings may be re-validated through future studies on similar megaprojects (e.g. China's Belt and Road Initiative (BRI) worth US$8tn) that may also be predicated by TL tendencies, silent cultures and high-stakes involved to seize PS.Practical implicationsPolicymakers, construction practitioners and other key stakeholders (e.g. departmental heads/supervisors) can take advantage of this new evidence to better interpret the success paradox in mega projects, and to reduce the spread and long-term damage of TL on team members and eventually create opportunities for PS.Originality/valueThe present study's novelty is manifested within this first empirical evidence on TL that breeds team silence in underperforming mega projects. Notably, present study offers alarming evidence on mega projects that can be easily derailed from success, as they continue to suffer from team silence and TL.

A Stitch in Time Saves Nine: Nexus between Critical Delay Factors, Leadership Self-Efficacy, and Transnational Mega Construction Project Success

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.

An investigation of sponsor attributes on six megaproject cases

PurposeExecutive sponsors play a significant role in the success of megaprojects which, in turn, affect national economies and millions of people. However, the literature on the requisite attributes of project sponsors on megaprojects is still sparse. The purpose of the paper is to provide guidelines to company boards and executives who are tasked to appoint suitable executive sponsors to megaprojects. Thus, the paper contributes to the sparse literature on megaproject sponsors.Design/methodology/approach A total of 26 senior managers, with experience in megaprojects ranging from 8 to 15 years – and who were involved in 6 recent megaprojects with a combined value of US$13.75bn – were interviewed on the attributes of megaproject sponsors. Transcriptions of semi-structured, open-ended interviews were analysed with computer-assisted qualitative data analysis software (CAQDAS).FindingsThe study identified the most essential attribute as appropriate seniority, being empowered and accountable, with appropriate seniority, being empowered and accountable, with apposite credibility and with both personal and positional power. The study also uncovered 13 attributes – all components of “competence” – which have not previously been explicitly identified in literature as elements of sponsor “competence”.Originality/valueIn the current study guidelines are provided for the selection and appointment of appropriate megaproject sponsors.

Complexity, leadership, and megaproject performance: A configuration analysis

Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

Exploring and Validating the Effects of Mega Projects on Infrastructure Development Influencing Sustainable Environment and Project Management.

The study is based on validating and exploring the effects of a mega project plan (CPEC) on infrastructure development and Sustainable Project Management. The CPEC has great importance to infrastructure development and economy-boosting. The current study's primary aim is to deal with environmental protection, economic boost up, international relations influencing to the Project's success. The paper also addressed project management as a moderator between environmental protection, economic boost up, international relations, and the CPEC project's success. The primary data has been gathered by using questionnaires, and PLS-SEM has been employed for the analysis. The results revealed that environmental protection, economy boost up, and international relations have a positive association with the success of CPEC. The outcomes also exposed that project management moderating among the nexus of economy boosts up the international relations and success of CPEC. The present study results guided how Pakistan and China make the CPEC project stronger with the efficient implementation of practices required for protecting the environment, with the economic growth and boost up, and good strong relations with foreign countries. This study was an attempt to validate the different factors to check their association with each other in a new environment, resulting in a leading edge for the success of mega projects that influence project management.