Search results

The alienation of megaproject environmental responsibility (MER) behavior is destructive, but its mechanism has not been clearly depicted. Based on fraud triangle theory and the fuzzy set qualitative comparative analysis (fsQCA) method, this study explored the combined effect of antecedent factors on alienation of MER behavior.

Based on the fraud triangle theory and literature review, eight influencing factors associated with the alienation of MER behavior were first identified. Subsequently, the fuzzy-set qualitative comparative analysis was used in this study to reveal configurations influencing alienation of MER behavior.

The study found nine configurations of MER behavioral alienation antecedent factors, integrated into three types of driving modes, i.e. “economic pressure + learning effect,” “institutional defect + moral rejection,” and “information asymmetry + economic pressure + expectation pressure.”

By analyzing the configuration effects of various induced conditions, this study puts forward a comprehensive analysis framework to solve the alienation of MER behavior in the megaprojects and a practical strategy to control alienation of MER behavior.

As megaprojects bear extensive and profound social responsibilities throughout the project life cycle, formulating effective measures for improving construction enterprise social responsibility is key to project success. Given the current research is relatively lack of these measures, this study aims to formulate a meta-network framework to improve the megaproject social responsibility behaviour (MSRB) for construction enterprises.

First, this study implements literature review, expert interview and field investigation to identify the construction enterprise MSRB and its influencing factors. Second, this study evaluates the MSRB implementation level of the selected construction enterprises and proposes the above mentioned meta-network framework. Next, this meta-network is configured to reflect the impact of MSRB strategic adjustment. Last but not least, a real-world case study is carried out to validate this framework.

The best MSRB performance is always witnessed from the contractor group, followed by the project client group and the site supervisor group. The outcomes of implementing certain managerial strategies indicate that (1) social responsibility cognition is a critical factor for all the groups; (2) communication mechanism and normative pressure are the critical factors for clients; (3) coercive pressure is a critical factor for supervisors and (4) cultural cognitive pressure is a critical factor for clients and contractors.

The use of the framework in proactive assessment and management of MSRB can lead to effective strategies for construction enterprises to increase the efficiency and quality of projects.