How does the strength of ties influence relationship quality in Chinese megaprojects? The mediating role of contractual flexibility

Purpose: This study aims to explore the influence of the strength of ties (strong ties and weak ties) on contractual flexibility (term flexibility and process flexibility) and relationship quality among stakeholders in a megaproject network. Design/methodology/approach: This study, via a questionnaire survey, collected 380 valid responses from megaproject professionals (including project managers, department managers and project engineers). The data were analyzed using least squares structural equation modeling. Findings: The results show that both strong ties and weak ties have positive effects on relationship quality. The introduction of contractual flexibility can help improve relationship quality by combining the positive effects of the strength of ties. Interestingly, the indirect influence of strong ties on relationship quality is mainly due to term flexibility. However, the influence of process flexibility is not significant, while weak ties have an indirect influence through term flexibility and process flexibility. Research limitations/implications: This study, while helpful to megaproject management both in theory and practice, is nevertheless subject to several limitations. First, this study only considers the impact of the strength of ties on contractual flexibility and relationship quality; other factors, such as environmental uncertainty, are not explored. Second, the sample data are limited to just a few regions of China. Future research should cover other influencing factors, in order to make the model more substantial; data should also be collected from different cultural and industrial sources, thereby extending and further verifying the results. Originality/value: This study makes three contributions to extant megaproject literature. First, this study provides a deep and nuanced understanding of the strength of ties. With the distinction between strong ties and weak ties clearly explained, this research furnishes a subtler understanding of relationship governance than has previously been achieved. Second, by precisely identifying the mechanism of how contract flexibility improves contract control and coordination functions, this research offers a complementary view of how contractual flexibility positively contributes to cooperation and relationship quality. Third, this study identifies which dimension of the strength of ties is more influential. This brings a new explanation for the previous controversy and offers some insight into the determinants of how to improve relationship quality in Chinese megaprojects

Interenterprise collaboration network in international construction projects: Evidence from Chinese construction enterprises

With the globalization and liberalization of the construction market, an increasing number of construction enterprises enter the international market to expand their business. In this process, these enterprises seek to collaborate with others to share the risks and profits associated with international construction projects. However, the characteristics of the resulting collaboration network of construction enterprises, including large enterprises (LEs) and small and medium-sized enterprises (SMEs), and the influence of network attributes on enterprise performance remain unclear. To bridge this gap, social network analysis (SNA) and a statistical analysis approach were employed to assess 251 cases of international construction projects that were implemented collaboratively by 156 Chinese construction enterprises from 2000 to 2016. The results show that (1) LEs tend to establish large and dense collaborative relationship networks, whereas SMEs are more willing to maintain small and sparse collaborative relationship networks; (2) compared with SMEs, LEs are the foci of the collaboration network and have higher influence within the network; and (3) direct ties, indirect ties, outdegree, betweenness centrality, and triads have a significant positive impact on the performance of LEs, whereas closeness centrality, structural holes, and triads have a significant negative effect on the performance of SMEs. These findings provide a reference for construction enterprises to develop efficient international collaborative strategies by identifying network attributes and focusing on network development

Dynamics of collaborative networks for green building projects: Case study of Shanghai

Close interorganizational collaboration plays a crucial role in achieving the sustainable goals of green building projects. Therefore, it is imperative to optimize interorganizational collaboration networks through mutual coupling between stakeholders. Few studies on collaborative networks in green building projects have focused on the network micromechanisms of dynamic collaborations among stakeholders. A stochastic actor-oriented model is developed in this study to investigate how collaborative networks evolve over time in green building project implementations. Furthermore, how the micromechanism influences this evolution was assessed using longitudinal data relating to green building projects in Shanghai from 2014 to 2018. The results showed that the size and density of collaborative networks increased with the entry of new organizations over time. The structure-based preferential attachment effect, the triadic closure effect, the ownership similarity effect, the geographic proximity effect, and the cognitive proximity effect positively affect the evolution of dynamic collaborative networks at the microlevel. This study helps to better understand the interactions between organizations during the implementation practices of green building projects. In addition, the dynamics of the interorganizational relationship were investigated from the network microlevel. These results enriched the existing body of knowledge on the dynamic collaborative network of stakeholders in green building projects. These findings are valuable for practitioners, and enable the development of corresponding strategies to promote the interorganizational collaboration and achieve higher performance in green building projects

How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective

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

Reducing non-value-adding BIM implementation activities for building projects in Singapore: Leading causes

The use of building information modeling (BIM) has been mandated by the Singapore government, but at the same time, non-value-adding (NVA) implementation practices are prevalent. However, little is known about the factors contributing to NVA BIM implementation practices from different stakeholders’ viewpoints. This study aims to identify the leading contributors to NVA BIM implementation activities in BIM-based building project delivery in Singapore, compare perceptions among stakeholders with different roles, firm sizes, and BIM implementation experience, and propose strategies for NVA implementation activity reduction. An extensive literature review and a pilot study were conducted to determine causes. The results of a questionnaire survey, statistical analyses, and four postsurvey interviews found that all 49 causes categorized by major stakeholders were critical. Among the most influential causes were “design models do not fit for intended downstream uses” (for architect/engineers) and “design changes are expensive once fabrication has commenced” (for manufacturer/supplier). The subgroup analysis indicated that contractors, especially those of small to medium size, perceived that the leading causes related to consultancy firms’ reluctance to enhance design-construction integration and consider incremental changes, whereas stakeholders without much BIM practical experience probably underestimated the difficulties of conducting value-adding BIM diffusion activities. This study extends the concept of NVA activities to BIM implementation and recommends management strategies for each project role to implement BIM-based collaborative practices. The findings enable practitioners to better understand BIM diffusion and reduce their NVA BIM implementation activities for enhanced construction productivity

The ambidextrous and differential effects of directive versus empowering leadership: A study from project context

Purpose: This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored. Design/methodology/approach: Polynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China. Findings: Four leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance. Originality/value: This study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified