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Research on Multidimensional Connotations of Megaproject Construction Organization Citizenship Behavior

Qing-hua He,De-lei Yang,Yong-kui Li,Lan Luo

《工程管理前沿（英文）》 2015年第2卷第2期页码 148-153 doi: 10.15302/J-FEM-2015024

摘要： Based on a literature review and the context characteristics of construction megaprojects (CMPs), a multidimensional connotation model of CMP citizenship behavior was proposed, including definitions, actors, and dimensions. Organizational citizenship behavior includes Cooperation Behavior (CoB), Collaboration Behavior (ClB), Innovation Behavior (IB), Voice Behavior (VB),Conscientiousness & Dedication Behavior (CDB), Benefit Defense Behavior (BDB) and Guanxi (Relations) Maintenance Behavior (GMB). Actors were divided into three levels that were project managers (individual), participant agents (group) and project organization (network).

关键词： construction megaproject (CMP) organizational citizenship behavior connotation grounded theory

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Identifying the driving factors of successful megaproject construction management: Findings from three

Qinghua HE, Junyan XU, Ting WANG, Albert P. C. CHAN

《工程管理前沿（英文）》 2021年第8卷第1期页码 5-16 doi: 10.1007/s42524-019-0058-8

摘要： The construction of megaprojects has always resulted in extensive and long-term impacts on the society. However, the performance of megaproject management is poor, and improving it remains an urgent and necessary issue. Although many studies on megaproject success have been conducted, existing studies on the driving factors of successful megaproject construction are rather limited. Therefore, this study aims to systematically explore the key factors that can lead to successful megaproject construction management based on three cases: The Beijing–Shanghai High-Speed Railway, the Three Gorges Dam, and the Hong Kong–Zhuhai–Macao Bridge. Mixed research methods, such as literature review, case studies, and expert interviews, were used in this study. Consequently, 11 driving factors, namely, government support, public support, accumulation and application of technology and experience, development and innovation of technology, innovation and application of management system, organizational mode and structure, top management support, project culture, megaproject citizenship behavior, corporate reputation, and fulfillment of social responsibilities, were identified and grouped into five categories, namely, project environment, construction capabilities, organization, positive culture and behavior, and requirements for sustainable development. The contributions of this study lie in two aspects. First, the driving factors of successful megaproject construction are identified to deepen the understanding of industrial practitioners, assist them in focusing on key factors, and aid them in effectively managing megaprojects. Second, researchers could use the identified driving factors in conducting further empirical studies and apply them in future projects to enhance their chances of success.

关键词： megaproject management driving factors project success case study China

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Understanding innovation diffusion and adoption strategies in megaproject networks through a fuzzy system

Yan ZHANG, His-Hsien WEI, Dong ZHAO, Yilong HAN, Jiayu CHEN

《工程管理前沿（英文）》 2021年第8卷第1期页码 32-47 doi: 10.1007/s42524-019-0082-8

摘要： Innovation and knowledge diffusion in megaprojects is one of the most complicated issues in project management. Compared with conventional projects, megaprojects typically entail large-scale investments, long construction periods, and conflicting stakeholder interests, which result in a distinctive pattern of innovation diffusion. However, traditional investigation of innovation diffusion relies on subjective feedback from experts and frequently neglects inter-organizational knowledge creation, which frequently emerges in megaprojects. Therefore, this study adopted project network theory and modeled innovation diffusion in megaprojects as intra- and inter-organizational learning processes. In addition, system dynamics and fuzzy systems were combined to interpret experts’ subject options as quantitative coefficients of the project network model. This integrated model will assist in developing an insightful understanding of the mechanisms of innovation diffusion in megaprojects. Three typical network structures, namely, a traditional megaproject procurement organization (TMO), the environ megaproject organization (EMO), and an integrated megaproject organization (IMO), were examined under six management scenarios to verify the proposed analytic paradigm. Assessment of project network productivity suggested that the projectivity of the TMO was insensitive to technical and administrative innovations, the EMO could achieve substantial improvement from technical innovations, and the IMO trended incompatibly with administrative innovations. Thus, industry practitioners and project managers can design and reform agile project coordination by using the proposed quantitative model to encourage innovation adoption and reduce productivity loss at the start of newly established collaborations.

关键词： megaproject innovation adoption project network system dynamic fuzzy logic