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Megaprojects are large-scale and long-term investments. Three pillars of sustainable construction objectives, namely, social, environmental and economic, should be integrated into megaproject risk management to ensure long-term success. A risk assessment method, Risk Assessment Method for Sustainable Construction Objectives in Megaprojects (RAMSCOM), was developed for this purpose.

RAMSCOM was developed based on the latest concepts and identifying relevant and critical sustainability objectives and risks through an extensive literature review. Analytical Hierarchy Process (AHP) and Cross-Impact Analysis (CIA) were used to determine and quantify the threats regarding the importance of the sustainability objectives. The applicability of RAMSCOM was demonstrated on a real megaproject.

The findings revealed that sustainability risk assessment requires integration of economic, environmental, social objectives and analysis of cross-impacts of risk factors. Visualization of interrelated threats, vulnerabilities and objectives has a potential to support risk mitigation decisions to achieve sustainability goals.

The method has been developed based on the findings from a detailed literature survey on sustainability objectives and risks. RAMSCOM was tested on a single project with the assistance of three experts' views. Findings from the case project cannot be directly generalised for various megaprojects considering the unique nature of megaprojects.

Decision-makers can use RAMSCOM to assess sustainability risks in megaprojects and develop risk management plans for the most vulnerable and important sustainable objectives in a visual and quantified approach to ensure megaproject's sustainability in the long-term.

The theoretical contribution is a novel risk assessment method that integrates all dimensions of sustainability and quantifies the vulnerability of sustainability objectives considering their priorities, interrelations and risks. Sustainability dimensions, objectives and risks used in RAMSCOM can be useful for other researchers aiming to develop similar methods.

Traditional “hierarchical” and “network-centric management” approaches often associated with the management of well-defined construction projects lack the adaptability to cope with uncertainty, standardised practices and the required conformance to industry standards. The purpose of this paper is to propose an integrative “holonic” methodology for the management of megaprojects in the construction industry, which incorporates both adaptability and conformance to standards, and to illustrate the associated benefits of such a methodology.

A multi-case study comprising three cases delivered in the USA and Australia, namely the Adelaide Desalination Plant (ADP), the Seattle–Tacoma International Airport, and the Olmsted Locks and Dam Replacement project were utilized to demonstrate the key features of the hierarchical, network-centric and holonic approaches to managing megaprojects.

The case studies demonstrate incorporating the holonic approach into the management of complex construction projects results in increased management effectiveness and project success. The proposed “holonic” methodology provides the potential to efficiently manage megaprojects navigating through high degrees of uncertainty.

The adoption of the holonic view by project management (PM) practitioners will help them manage megaprojects that are characterised by greater complexity. Second, the proposed methodology enables the discipline of PM to evolve in alignment with rapidly unfolding global transformation trends.

This paper demonstrates the application of the “holonic” methodology to the domain of the management of construction megaprojects. Such an approach is needed as construction projects become increasingly more complex across the world due to technological, political and social uncertainties, larger scale, changing environmental and safety regulations, and the growing involvement of human factors germane to this research.

Since megaproject social responsibility (MSR) has received increasing attention in megaproject management and plays critical roles in megaproject practices, the purpose of this paper is to explore how MSR facilitates an improved sustainability of the construction industry.

By integrating multiple theoretical perspectives of transaction cost theory, institutionalism and attention- and resource-based views, and by using survey data of Chinese megaprojects and construction enterprises, this paper offers a theoretical elaboration of and an empirical investigation into the impacts that MSR’s four dimensions exert on industrial improvement in economic sustainability and social responsibility.

The study’s empirical results indicate that MSR has positive impacts on improving the sustainability of the construction industry, and that such positive impacts are weakened by the interactions of primary stakeholders in the megaprojects but are strengthened by the interactions of secondary stakeholders.

This paper suggests that managers and policymakers make efforts to governmental guidance, media monitoring and public participation in megaprojects, so as to limit the potential unethical behaviors in megaproject management and enhance the sociopolitical legitimacy that are essential for the sustainability of the construction industry.

By analyzing the industrial outcomes of MSR, this paper extends studies on the topic beyond the current literature’s focus on the antecedents of MSR, and it enriches the research on MSR stakeholders by elaborating on the contingent roles of the various stakeholders in megaproject management.

Documentation plays a key role in navigating the costs of construction projects. Traditional document management systems (TDMS) used in developing countries, however, hinder the achievement of expected cost targets. Although the electronic document management system (EDMS) has been implemented to improve documentation, the Sri Lankan construction industry has failed to effectively adapt to it. Hence, this study aims to provide strategies for the effective application of EDMS to the cost management of Sri Lankan mega construction projects.

This study uses a qualitative approach followed by 12 semi-structured expert interviews. Quantity surveying experts were selected through judgemental sampling. Manual content analysis was used to analyse the data.

The EDMS is more suitable for megaprojects than traditional methods of documentation in terms of functionality, neutrality, interoperability, space, reversibility and delivery speed. However, there are contradictory views about cost and security. Furthermore, five transitional challenges of EDMS have been identified under the three key themes of cost, stakeholder perception and technical difficulties. Four reasons were also identified as causing these five challenges. Seven suggestions were made to deal with these transitional challenges and three key feasible solutions for the Sri Lankan construction industry regarding the EDMS were identified. Development of Sri Lankan software with low initial cost was highlighted as the most feasible solution.

This is a novel study to investigate the applicability of EDMS to cost management mechanisms of megaprojects in Sri Lanka. The findings reveal transitional challenges and appropriate feasible solutions for EDMS adaptation. This can be applied to the cost management of megaprojects in other developing countries as well.

As the complexity and uncertainty of megaprojects make it difficult for traditional management models to address the difficulties, this paper aims to design a performance incentive contract through IT applications, thereby promoting the formation of an information-based governance mechanism for megaprojects and facilitating the transformation and upgrading of the construction management model of megaprojects to informatisation.

This paper introduced IT applications into the performance assessment and used the proportion of IT applications replacing traditional manual management as a variable. It analysed different replacement ratios to obtain the optimal solution for the change of contractors behaviours and promote the optimal performance incentive for the informatisation in megaprojects.

The results show that under the condition of the optimal replacement ratio, achieving the optimal state of a mutual win-win situation is possible for the benefit of both sides. The counter-intuitive finding is that the greater the replacement ratio is not, the better, but those other constraints are also taken into account.

This study enriched the research of the performance configuration incentive from a practical perspective. It extended the research framework of IT incentive mechanisms in the governance of megaprojects from a management theory perspective. It clarified the role of IT applications in incentive mechanisms and the design process of optimal incentive contracts under different performance incentive states. The incentives made the contractors work harder to meet the owner's requirements, and it could improve the efficiency of megaprojects, thus better achieving megaproject objectives.

Relationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for each stakeholder in dynamic and complex project environments are lacking. The purpose of this research is to propose an NK-network evolution model to evaluate stakeholder performance on relationship management in the development of megaprojects.

The model input includes the stakeholder-associated issues and stakeholders' relational strategies, the co-effects of which determine the internal effects of relationship management in megaprojects. The model processing simulates the stakeholder performance of relationship management under the dynamic and complex nature of megaprojects. The NK model shows the dynamic stakeholder interactions on relationship management, whereas the network model presents the complex stakeholder structures of the relationships between stakeholders and relevant issues. The model output is the evolution graph to reveal the weak stakeholder performance on relationship management in the timeline of the project duration.

The research finding reveals that all stakeholders experience the plunge of stakeholder performance of relationship management at the decision-making moment of the planning stage. Construction, environmental and pressure groups may experience the hardship of relationship management at the start of the construction stage. The government is likely to suffer difficulties in relationship management in the late construction stage. Local industry groups would face challenges in relationship management in the middle of the construction stage and handover stage.

The research provides a useful approach to measuring weak moments of relationship management for each stakeholder in various project phases, considering the dynamic and complex environments of megaprojects. The proposed model extends the current knowledge body on how to make project stakeholder analysis by modelling dynamic and complex environments of megaprojects, with bridging the knowledge domains of evolution modeling techniques and network methods.

Managers of megaprojects face social risk management challenges throughout the various design, construction, and operation stages, owing to the various conflicts of interest among stakeholders, public skepticism, and opposition. However, most existing studies have not focused on the dynamic analysis of integrating social risks in these stages. This study developed a dynamic analysis approach to explore the dynamics of critical social risk factors and related stakeholders of megaprojects and built the managerial maps for various stakeholders.

Based on the social analysis network (SNA), a dynamic network analysis approach for understanding the dynamics of social risk and related stakeholders has been developed by literature and case analysis. The approach comprises the following steps: (1) generating social risk–stakeholder networks in different stages; (2) analysis of the critical stakeholders and social risk factors; (3) dynamic analysis of social risk factors; and (4) developing social risk management maps for various stakeholders. To verify the feasibility and effectiveness of the approach, 40 megaprojects from China were analyzed.

According to the results, the local government is a critical stakeholder during all stages, inadequate information promotion (IIP) and imperfect communication and coordination mechanism (ICCM) are key social risk sources throughout the megaproject life cycle. Furthermore, the management maps for government organizations, project implementation groups, and external stakeholders were constructed.

This research has three contributions. First, a dynamic analysis approach of stakeholder-associated social risks in megaprojects is developed, which enriches the social risk management theory of megaprojects and provides inspiration for future research focus. Second, the social risk–stakeholder networks and critical social risks in different stages are confirmed to provide a more valid and accurate picture of social risk management in megaprojects. Third, the social risk managerial maps for different stakeholders built in this research will be beneficial for governments, project implementation groups, and external stakeholders to optimize management strategies.

The inherent risks and their interactive impacts in megaproject development have been found in numerous cases worldwide. Although risk management standards have been recommended for the best practice in engineering construction projects, there is still a lack of systematic approaches to describing the interactions. Interactions such as social, technical, economic, ecological and political (STEEP) risks have complex and dynamic implications for megaproject construction. For a better understanding and effective management of megaprojects such as the Edinburgh Tram project, the dynamic interaction of concomitant risks must be studied.

A systems dynamic methodology was adopted following the comprehensive literature review. Documentary data were gathered from the case study on Tram Network Project in Edinburgh.

A casual loop of typical evolution of key indicators of risks was then developed. A hypothesised model of social and ecological (SE) risks was derived using the system dynamics (SD) modelling technique. The model was set up following British Standards on risk management to provide a generic tool for risk management in megaproject development. The study reveals that cost and time overruns at the developmental stage of the case project are caused mainly by the effects of interactions of risk factors from the external macro project environment on a timely basis.

This article presented a model for simulating the socio-ecological risk confronting the management and construction of megaprojects. The use of SD provided the opportunity to explain the nature of all risks, particularly the SE risks in the past stages of project development.

The purpose of this paper is to analyze the relationship between the demographic characteristics of top management teams (TMTs) (i.e. age, gender, administrative level, senior management experience and educational background) and megaproject performance, with respect to schedule, cost, quality, safety and technological innovation. The results shed new light on the effectiveness of different types of TMT.

This paper collected secondary and objective data from 208 TMT members in 42 megaprojects and employed hierarchical regression analysis to test the research hypotheses.

The findings revealed that age has a significant influence on schedule performance; gender has a significant influence on safety performance; senior management experience has a significant influence on cost performance; and educational background has a significant influence on both schedule and technological innovation performance. However, this study did not find evidence of a significant relationship between the administrative level and megaproject performance.

This paper mainly focused on China’s megaprojects, most of which are globally influential (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), however this sampling approach still limits the generalizability of research findings to other contexts.

The results of this paper contribute to a better understanding of how management team capabilities translate into better project achievements. This paper also provides implications on the criteria for selecting top megaproject managers to optimize the composition of the TMT and realize better performance.

This study intends to review studies on the success criteria and critical success factors (CSFs) for mega infrastructure construction projects (MICPs) from journal articles between 2000 and 2018 to (1) identify the publication trend of success criteria and CSFs for MICPs; (2) explore distributions of selected papers, including the distribution of journals, authors’ origin/country and publications by country or region focus; and (3) summarize the findings of success criteria and CSFs studies of MICPs.

A methodical and systematic analysis of 38 selected journal articles was conducted using descriptive analysis to obtain the annual trend of publications, distributions of publication sources, contributors’ origin/country, regions/countries of research focus, methods involved in publications and thematic analysis to identify and categorize success criteria and CSFs for MICPs.

Australia, the USA, UK, China and Hong Kong had been the leading contributors for publications on success criteria and CSFs for MICPs; meanwhile, China, Australia and the UK have been the countries of focus for most studies on this specific topic. This review identified 20 success criteria grouped into 5 constructs and 36 CSFs grouped into 5 categories and, respectively, integrated them into two conceptual frameworks. The top five CSFs were adequate resource availability, partnering/relationships with key stakeholders, adequate communication and coordination among related parties, public support or acceptance and clear strategic vision. Three implications, namely, evaluation indicators, relationships between CSFs and the success of MICPs and human-related factors, are highlighted in future research.

The identified success criteria and CSFs provide a basis for evaluating the success possibility of MICPs and serve to identify areas for further improvement. Additionally, the CSFs checklist and framework have been established, which could help to conduct further empirical studies. Finally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.