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1 – 10 of 744Guangdong Wu, Junwei Zheng, Xianbo Zhao and Jian Zuo
This study aims to investigate how the strength of ties (i.e. strong ties and weak ties) in megaproject networks influences project performance in terms of types of conflicts.
Abstract
Purpose
This study aims to investigate how the strength of ties (i.e. strong ties and weak ties) in megaproject networks influences project performance in terms of types of conflicts.
Design/methodology/approach
A questionnaire survey was undertaken with professionals in Chinese megaprojects and 445 valid responses were received. A conflict-based theoretical model was developed and tested with structural equation modeling.
Findings
The results indicated that task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive effects. Both strong and weak ties positively affected project performance, and that weak ties exerted greater effects on performance. The introduction of conflicts significantly weakened the effect of strong ties on project performance. Strong ties indirectly affected project performance via task conflict and relationship conflict, whereas weak ties affected performance only through task conflict. Task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive impact.
Research limitations/implications
This study identified the positive effect of strength of ties on project performance as well as the constructive and destructive roles of conflicts. Furthermore, the findings provided evidence that strength of ties and conflicts were critical factors for project performance. While, there are still limitations. There are other attributes of megaproject networks, such as network nodes’ characteristics and network structure, which may influence conflicts and project performance. Future research would be conducted to explore the role of these variables. Meanwhile, because different types of conflicts may mutually transform under certain conditions, future research would also address this issue in megaprojects.
Practical implications
As for the management strategies, project stakeholders should know the existence of project networks, exactly assess their resource endowment, especially their external and internal relationship network. In accordance with changes of the project network, stakeholders should share knowledge and learn techniques about how to respond to relationship disturbances, thus reducing relationship conflict and process conflict. Furthermore, stakeholders should place an emphasis on fostering and reinforcing communication and trust, thus effectively resolving task conflict, ambiguity and uncertainty engendered from network ties in a megaproject network.
Originality/value
The main contribution of this study is threefold. First, this study will enrich the literature on strength of ties by accentuating the roles of conflicts in megaproject context. Second, this study contributes to the theoretical development of a conceptual model for explaining the interrelationships among strength of ties, conflicts and project performance. Third, this study will respond to the call “which dimension, i.e. strong ties or weak ties, is more influential” by exploring the direct and indirect effects of strength of ties on project performance.
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Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level…
Abstract
Purpose
Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level regulatory focus and organization-level team mindfulness in managing megaproject conflicts.
Design/methodology/approach
By combining the individual motivation basis and organizational background of conflict resolution, this study constructed a multi-level structural equation model. The hypothesis is tested based on data collected from 182 respondents.
Findings
The findings of this study show that project manager's promotion focus has a direct positive effect on task conflict and a negative effect on relationship conflict. Prevention focus has a positive effect on relationship conflict and a negative effect on task conflict and process conflict. Team mindfulness has a negative effect on relationship conflict and process conflict and a positive effect on task conflict. Task conflict was negatively affected by the interaction between team mindfulness and promotion focus. The interaction between team mindfulness and prevention focus had a positive effect on relationship conflict.
Originality/value
This study verifies the positive role of project manager's promotion focus and prevention focus in conflict management and clarifies the strengthening role of team mindfulness in constructive conflict and the prevention role in destructive conflict. This study also confirms that team mindfulness can act as a reinforcement and complementary factor of regulatory focus in megaproject conflict, contributing to the current understanding of the project manager's role in megaproject mindfulness contexts.
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Guangdong Wu, Xianbo Zhao, Jian Zuo and George Zillante
This study aims to investigate the influence of contractual flexibility on different types of conflict, determine if contractual flexibility is significantly correlated with…
Abstract
Purpose
This study aims to investigate the influence of contractual flexibility on different types of conflict, determine if contractual flexibility is significantly correlated with project success between contracting parties, verify the mediating effect of project conflicts on the relationship between contractual flexibility and project success and examine the relationship between different types of conflicts and project success in megaprojects.
Design/methodology/approach
A theoretical model was developed and a structured questionnaire survey was conducted with 468 professionals. The structural equation modeling technique was used to analyze the data.
Findings
The results showed that both types of contractual flexibility – term and process flexibility – were correlated with and significantly positively affected project success, and term flexibility was found to have a greater influence. The introduction of project conflicts significantly weakened the relationship between contractual flexibility and project success, verifying the partial mediating effect of conflicts. All types of project conflicts play a destructive role in achieving project success; relationship conflict had the largest negative effect. Contractual flexibility affects two paths with respect to project success: the direct path (contractual flexibility → project success) and the indirect path (contractual flexibility → conflict → project success). The direct effect of contractual flexibility on project success is positive; the corresponding indirect effect is negative. The direct effect is greater than the corresponding indirect effect.
Research limitations/implications
Different types of conflicts may mutually transform to extent certain degree. However, this study did not address the potential influence of conflict transformation on project success. The results implied that more emphasis should be placed on contractual terms, particularly on developing flexible terms in the contractual document, when implementing megaprojects. Meanwhile, this study reveals the effects of conflicts on project success in megaprojects, which provides a useful reference for project stakeholders to avoid the negative effect of conflicts.
Practical implications
This study provides a better understanding of the relationship between contractual flexibility, types of conflicts in megaprojects and a reliable reference for the project manager to effectively deal with these related issues. This implies the contracting parties strengthen communication and cooperation to establish a trust mechanism, while reducing the negative influence of project conflicts and enhancing the positive effect of contractual flexibility.
Originality/value
Few studies have investigated the effects of contractual flexibility on conflict and project success in megaprojects; this study contributes significant theoretical and practical insights to contract management and conflict management and provides a reliable reference to achieve project success.
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Cong Liu, Jiming Cao, Kaifeng Duan and Guangdong Wu
This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.
Abstract
Purpose
This study investigates the impact of network positions on inter-team conflicts and project success in megaprojects.
Design/methodology/approach
Network 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.
Findings
The 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/implications
This 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/value
This 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.
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Cong Liu, Jiming Cao, Guangdong Wu, Xianbo Zhao and Jian Zuo
This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.
Abstract
Purpose
This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.
Design/methodology/approach
Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling.
Findings
The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance.
Research limitations/implications
This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation.
Originality/value
This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.
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Managers of megaprojects face social risk management challenges throughout the various design, construction, and operation stages, owing to the various conflicts of interest among…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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This chapter examines the physical embodiment of “conflict globalization” in the Afghan Ring Road megaproject by illustrating the Road's ability to produce close connections…
Abstract
This chapter examines the physical embodiment of “conflict globalization” in the Afghan Ring Road megaproject by illustrating the Road's ability to produce close connections between localized and transnational powers while bypassing the Afghan state entirely. A multi-scalar spatial case study of megaproject development is utilized in this chapter. It encompasses a historic and current analysis of the interaction of the Afghan Ring Road's form with local, state, and transnational political economic structures. The chapter argues that the international nation-building strategy in Afghanistan constitutes a “mega-megaproject,” a package of reforms that relies on physical transformation of Afghan infrastructure to win the trust of the population. It uses the Afghan Ring Road to examine the ways in which even preexisting structures have been modified to fit into this megaproject-based system. It also examines the scalar implications of the Afghan Ring Road megaproject using examples of economic benefit to local militias and regional geopolitical energy interests. The chapter provides a starting point for further research on megaprojects’ role in mediating the countervailing forces of “nation-building” strategies and globalization. This chapter examines issues that constitute a critical component of the ongoing, multinational attempts to build a functioning Afghan state through global intervention.
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Detecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of…
Abstract
Purpose
Detecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience.
Design/methodology/approach
Drawing on the theory of weak signals, 25 potential precursors of megaproject crises are extracted. Using exploratory structural equation modeling (ESEM), four models were tested to identify key crisis precursors based on a questionnaire survey of 168 megaproject participants in China. Analysis of variance (ANOVA) was employed to examine the differences in participants’ perceptions of key crisis precursors.
Findings
Four key crisis precursors were identified: Imbalance of Benefits and Costs, Irresponsible and Unqualified Key Participants, Regulatory Mechanisms Lacking Transparency and Flexibility, and Information Uncertainty and Asymmetry. Compared with senior executives, team members think that key crisis precursors related to regulatory mechanisms and key participants are more likely to trigger crises, which affects responsive actions toward detected crisis precursors. The findings help identify problems at an early stage and enable timely intervention to mitigate crises.
Research limitations/implications
Detection of key crisis precursors allows for proactive and targeted actions to mitigate crises. Megaproject development is affected by institutional mechanisms. The influence of institutions on the effectiveness of crisis management needs further investigation.
Originality/value
Limited attention has been paid to recognizing precursors of megaproject crises. This study identifies four key crisis precursors by uncovering the interrelationships among potential precursors, which enables rapid adaptation to future crises.
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The aim of this book is to understand the causes and consequences of new scales and forms of territorial and spatial restructuring in a context of accelerated globalization by…
Abstract
The aim of this book is to understand the causes and consequences of new scales and forms of territorial and spatial restructuring in a context of accelerated globalization by focusing on a diverse array of urban megaproject developments that, in various forms and with various objectives, are transforming the global urban landscape at the outset of the 21st century. The contributions to this volume explore the architectural design, planning, management, financing, and impact of urban megaprojects, as well as the social actors and innovations driving them. The contributions also articulate the various socioeconomic, political, and cultural causes and consequences of UMP development, thus providing a context to understand the reconfiguration of urban spaces in the new millennium.
Diane E. Davis and Onesimo Flores Dewey
Using the case of a failed airport project in metropolitan Mexico City, this chapter explores the political and economic reasons for urban megaproject failure. It examines the…
Abstract
Using the case of a failed airport project in metropolitan Mexico City, this chapter explores the political and economic reasons for urban megaproject failure. It examines the nature of the oppositional alliances; the larger political, economic, institutional, and spatial conditions under which these alliances were forged; and how they forced project proponents to abandon a planned megaproject. In searching for the factors responsible for project failure, the study employs theories of political party competition, bureaucratic–institutional conflict, and social movements. It uses qualitative and historical analysis to focus attention on divisions within and between the political class and citizens driven by democratization, decentralization, and globalization. The case suggests that the historical and institutional legacies of urban and national development in Latin America have created bureaucratic ambiguities and tensions over who is most responsible for major infrastructure development in countries experiencing democratic transition. The failure to successfully build the Mexico City airport megaproject reflects a precarious transitional moment in the country's political and economic development as much as the validity of claims against the project itself. If planners can better situate megaproject development in the context of changing institutional relations between citizens and the state, they may be better able to find common ground.
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