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This study aims to explore the interaction of “contractual governance – relational governance – governmental governance” mechanisms and proposes hypotheses about the effects of megaproject governance on governance performance from both theoretical and practical perspectives.

In this paper, a megaproject governance model is developed to explain the relationship between governance mechanisms and governance performance. The model is based on related literature and explores the interactions between governance mechanisms and how they work to improve governance performance. The structural equation model (SEM) is adopted to explore the influence path on governance performance for megaprojects.

The results indicate that: (a) The findings highlight the positive role of project governance mechanisms on governance performance. (b) Contractual governance, relational governance, and governmental governance directly affect governance performance. In addition, contractual governance mediates governance performance through relational governance and governmental governance; governmental governance mediates governance performance through contractual governance and relational governance. (c) Contractual governance, relational governance, and governmental governance play a positive role in governance performance.

Governmental governance is added to project governance theory and the empirical research method is used to explore the interaction between contractual governance, relational governance, and governmental governance of megaprojects. The SEM is used to systematically explore the paths of megaproject governance mechanisms on governance performance, considering the interactive role of the “contractual governance - relational governance - governmental governance” and the mediating role.

The study reveals the impact path of multidimensional megaproject governance mechanisms on governance performance. In this paper, the empirical findings can help the project participants by providing a decision-making basis for good governance and references for the governments to promote the construction of a micro-institutional environment for megaprojects.

The contributions of this study are (1) to add an exploration of governmental governance to the existing project governance theory, and (2) to consider the interactions of the “contractual governance – relational governance – governmental governance” mechanisms, and (3) to explore their effects on governance performance, including direct and mediating effects. This study contributes to a comprehensive understanding of megaproject governance by considering governmental governance and the interactions of the three governance mechanisms. Understanding the impact of megaproject governance on governance performance could assist project stakeholders and provide decision guidance for good governance.

The construction of megaprojects often involves substantial risks. While insurance plays an important role as a traditional risk transfer means, owners and insurance companies may still suffer huge losses during the risk management process. Therefore, considering the strong motivation of insurance companies to participate in the on-site risk management of megaprojects, this study aims to propose a collaborative incentive mechanism involving insurance companies, to optimize the risk management effect and reduce the risk of accidents in megaprojects.

Based on principal-agent theory, the research develops the static and dynamic incentive models for risk management in megaprojects, involving both the owner and insurance company. The study examines the primary factors influencing incentive efficiency. The results are numerically simulated with a validation case. Finally, the impact of parameter changes on the stakeholders' benefits is analyzed.

The results indicate that the dynamic incentive model is available to the achievement of a flexible mechanism to ensure the benefits of contractors while protecting the benefits of the owner and insurance company. Adjusting the incentive coefficients for owners and insurance companies within a specified range promotes the growth of benefits for all parties involved. The management cost and economic benefit allocation coefficients have a positive effect on the adjustment range of the incentive coefficient, which helps implement a more flexible dynamic incentive mechanism to motivate contractors to carry out risk management to reduce risk losses.

This study makes up for the absence of important stakeholders in risk management. Different from traditional megaproject risk management, this model uses insurance companies as bridges to break the island effect of risk management among multiple megaprojects. This study contributes to the body of knowledge by designing appropriate dynamic incentive mechanisms in megaproject risk management through insurance company participation, and provides practical implications to both owner and insurance company on incentive contract making, thus achieving better risk governance of megaprojects.

Public-private partnerships (PPPs) have become integral in delivering public services and infrastructure, particularly in the context of megaprojects. This paper focuses on the interplay between stakeholder management, challenges, critical success factors (CSFs), and the overall success of PPP-arranged civil infrastructure megaprojects.

Using the PRISMA methodology, we comprehensively analyze challenges and critical success factors (CSFs) influencing stakeholder engagement within PPP megaprojects. A focused search equation identified 595 papers, which were distilled down to 34 relevant papers and case studies. Qualitative analysis of these papers revealed 48 CSFs categorized into 11 challenges from a stakeholder management perspective, which were further delineated across public, private, and combined sectors, and then mapped along the PPP megaproject lifecycle.

Informed by a diverse amalgam of civil and project management literature, this research reveals the intricate dynamics of PPP megaprojects across the globe that emphasize the critical nature of stakeholder engagement, analysis, and management practices. Key findings highlighted conflicting interests between public and private stakeholders, manifesting in challenges like project performance versus profitability. The literature emphasized instances where neglect of local community culture led to adverse social outcomes. A universal conclusion underscored the context-specific nature of challenges and CSFs, stressing the need for a holistic understanding of stakeholders and project dynamics.

The paper acknowledges that it focused on 34 selected papers out of 595 identified. This sample focuses on civil engineering megaprojects which may not fully represent the breadth of research in the field, potentially missing out on valuable insights from excluded studies.

We believe that the compiled list of CSFs, organized according to stakeholder relationships and the project lifecycle, serves as a potent tool for managers and planners. By enabling the identification of complexity from diverse perspectives, this research allows elucidating the challenges faced by the management team in PPP megaproject.

This research identifies several social outcomes related to PPP megaprojects. Critical Success Factors identified as such should allow the project managers to maximize benefits for society and minimize risk and negative externalities.

This study contributes valuable insights for policies and practices by systematically describing challenges and related CSFs throughout the PPP megaproject lifecycle. Additionally, it addresses the nuanced aspects of internal and external stakeholder management, thereby contributing to the overall understanding and best practices required to confront complex megaprojects involving a wide range of stakeholder groups.

The development and evolution of stakeholder collaborative innovation in megaprojects is impacted by various influencing factors. The effect of influencing factors on collaborative innovation performance (CIP) in megaprojects is not a simplistic linear relationship but an iterative and non-linear relationship that requires a dynamic perspective to analyze. Therefore, this paper adopts the system dynamic (SD) approach to investigate the dynamic and interactive relationships between the CIP and the influencing factors.

The study first develops a research framework with the system boundary of “CIP system – organizational collaboration subsystem – knowledge collaboration subsystem – strategic collaboration subsystem”. Then, the causal relationship model, the stock-flow model, and the mathematical equations were determined based on the literature review and the expert interviews. Finally, five performance improvement scenarios were designed according to the practice context of CIP in megaprojects, and simulations were performed using the Vensim PLE software to investigate the CIP from a dynamic perspective.

The findings reveal that the effect of different influencing factors on CIP grows non-linearly, with the cumulative effect becoming more pronounced as time advances. The incentive mechanism has the most significant effect, and the combined effect of multiple influencing factors has a highly significant facilitating effect on improving CIP. Strategic collaboration, organizational collaboration and knowledge collaboration are mutually conditional and reinforcing with each other, which ultimately promotes the improvement of CIP.

This study uncovers the inherent pattern and the interactive dynamic mechanism of factors for improving CIP in the context of megaprojects. It enriches the theoretical research in the area of collaborative innovation in megaprojects and provides practical management strategies for improving CIP.

This study aims to investigate the factors influencing the social responsibility performance of Belt and Road Initiative (BRI) megaprojects. Specifically, it examines the role of isomorphic pressures and the joint influence of perceived benefits and top management support on megaproject social responsibility performance (MSRP).

Drawing from institutional theory, social exchange theory, and top management literature, this study established a conceptual model featuring eleven hypotheses. Subsequently, a questionnaire survey was administered to collect data from 238 actively engaged participants in BRI megaprojects. Structural Equation Modelling was utilised to analyse the data.

The empirical findings indicate that mimetic and coercive pressures positively influence MSRP. Perceived benefits and top management support significantly enhance MSRP. Moreover, perceived benefits and top management support partially mediate the effects of coercive and mimetic pressures. However, when it comes to normative pressures, their impact on MSRP is solely channelled through the support of top management.

This study is one of the early endeavours to explore the factors influencing the social responsibility performance of BRI megaprojects. It sheds light on the interplay between external pressures and internal factors in shaping social responsibility efforts in these projects. These findings are of particular significance for BRI actors and stakeholders, offering guidance for enhancing social responsibility strategies within the context of BRI megaprojects.

Inter-organizational collaboration is the organizational guarantee and key link to achieve the goals of megaproject management. Project governance has always played an important role in the construction of megaprojects, but the relationship between project governance and organizational collaboration is unclear. The purpose of this study is to explore the role paths of different project governance mechanisms in influencing the collaborative behaviors of stakeholders and collaborative performance and to elucidate the mechanism of project governance on inter-organizational collaboration.

A conceptual framework was developed based on a comprehensive literature review, termed the structural equation model (SEM). The hypotheses of the model were tested based on data obtained from a questionnaire survey of 235 experts with experience in megaprojects within the construction industry in China.

The results show that project governance positively contributes to the collaborative behavior of megaproject stakeholders and the collaborative performance of the project team. Collaborative behavior acts as a partial mediator between project governance and the collaborative performance of the megaproject inter-organization alliance. The complexity of the project modulates the relationship between the governance mechanism of the project and the collaborative behavior of the stakeholders, which affects the collaborative performance of the megaproject inter-organization alliance.

The findings provide theoretical and practical implications for promoting positive collaborative behavior among stakeholders in megaproject selection and improving the collaborative performance of megaproject inter-organization alliances.

Existing research on innovation has mainly focused on how to promote technological innovation in megaprojects and management innovation (MI) in megaprojects is still an unknown research field. The purposes of this study are to examine the effect of MI on megaproject performance and how the top management team (TMT) regulatory focus affects the use of MI in projects. At the same time, the moderating effects of project uncertainties are also tested.

On the basis of an explorative/exploitative ambidextrous analysis framework, this study divides MI into two dimensions: explorative and exploitative MI, and integrates the theoretical perspectives of the TMT regulatory focus and project uncertainties into a research model. Taking 314 responses from megaprojects’ TMTs in China as research data, this study empirically tests the above model.

Results show that exploratory MI has a U-shaped relationship with megaproject performance; whereas exploitative MI has an inverted U-shaped relationship with megaproject performance. The TMT promotion focus has a positive effect on exploratory and exploitative MI; and the TMT prevention focus has a negative effect on exploratory MI but has a positive effect on exploitative MI. Project uncertainties have a positive moderating effect on the positive relationship between TMT promotion focus and exploratory MI, whereas it has a negative moderating effect on the negative relationship between the TMT prevention focus and exploratory MI.

By empirically measuring the relationship between two types of MIs and megaproject performance, this study clarifies the differential mechanism of the effect of different MIs on megaproject performance. This study also examines the MI of megaprojects from the perspective of the TMT regulatory focus and expounds how changes in uncertainties affect the relationship between the TMT regulatory focus and MI.

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.

Megaproject performance measurement (MPM) has received great attention in the project management community, but it primarily focused on the design of performance measures or frameworks. Yet, whether MPM utilization can improve megaproject performance and how project actors use MPM to improve megaproject performance is less well understood. This study aims to investigate whether and how the use of MPM can contribute to better megaproject performance.

Through the lens of the lever of control, this study conceptualizes MPM utilization as diagnostic use and interactive use. A holistic research model and related hypotheses integrating MPM use, project complexity and megaproject performance were established. The model was validated using a partial square-structural equation modeling method.

Based on 214-megaproject data collected through a questionnaire survey in China, the results show positive effects of diagnostic use and interactive use on megaproject performance. Both, however, have substitutional interaction effects. The moderating results suggest that the higher project complexity weakens the positive effects of MPM utilization on megaproject performance.

This study advances megaprojects performance measurement and management literature by validating the value of MPM utilization on performance. It also presents practical implications for project managers to improve performance by appropriate MPM utilization.

Green innovation (GI) in megaprojects has become a significant research topic that attracts both megaproject management scholars' and practitioners' attention. Green transformational leadership (GTL) is acknowledged as an important antecedent to GI in the permanent context. However, limited research investigates the mechanism and condition of how GTL effectively affects GI in the temporary (i.e. megaproject) context. This study seeks to examine the mechanism and condition of GTL in improving GI by assessing the mediating role of green knowledge sharing (GKS) and the moderating effect of innovation climate (IC).

Regression analysis was performed on data obtained from 303 experts who have been involved in megaprojects.

GTL has a significant positive impact on two aspects of GI, including green product innovation (GPDI) and green process innovation (GPCI). Besides, GKS mediates the relationship between GTL and the two aspects of GI. Moreover, IC plays a significantly positive moderating role in the relationship between GTL and GKS and the relationship between GKS and the two aspects of GI.

This study adds knowledge to the theory and practice by unveiling the “black box” between GTL and GI in the temporary (i.e. megaproject) context. First, this study extends the continuing discussion on the direct effect of GTL on GI to the temporary (i.e. megaproject) context. Second, this study facilitates the understanding of the mechanism to generate better GI performance considering the mediating role of GKS and the moderating effect of IC in the temporary (i.e. megaproject) context. The results can illuminate megaproject practitioners on generating better GI performance.