Purpose Value co-creation amongst project stakeholders is often necessary for situations where the expertises or resources required are beyond a single stakeholder. Certain project delivery models (PDMs) with strong emphasis on relationships and trust are especially suited to value co-creation approach by encouraging collaborations amongst stakeholders and innovations. However, anecdotal evidence suggests that value co-creation impacts positively on particular types of projects but not on others. The purpose of this paper is to investigate the effect of value co-creation on project performance (PP) and how the effect is moderated by requirements uncertainty (RU). Design/methodology/approach Based on the data from a cross-sectional survey of 120 Chilean construction project managers, the study validated a conceptual framework on the moderated effects of value co-creation process. Findings Value co-creation process underpinned through relational engagement, collaboration and innovativeness positively impacts on PP, and project’s RU moderates this relationship. Practical implications The findings empirically show that collaborative PDMs are best suited to projects where requirements are uncertain. Identifying the most suitable delivery model for a given context can reduce the project’s risk of failure and help maximise project value. When RU is low, the co-creating value is less critical to PP; whereas, when RU is high, choosing a collaborative PDM is fundamental to superior PP. Originality/value This study provides much-needed evidence on the effects of value co-creation process on PP. Additionally, it contributes to the literature by conceptualising and validating the moderated impact on PP by RU.

In the Industry 4.0 scenario, innovation emerges as a clear driver for the economic development of societies. This effect is particularly true for the least developed countries. Nevertheless, there is a lack of studies that analyze this phenomenon in these nations. In this context, this study aims to examine the impact of perceived barriers to innovation to predict companies′ innovative intentions in an emerging economy. This study is a preliminary effort to use data mining and symmetry-based learning concepts, especially classification, to assist the identification of strategies to incentivize intention to innovate in companies. Using the decision tree classification technique, we analyzed a sample of Chilean companies (N = 5876). The sample was divided into large enterprises (LEs) and small and medium enterprises (SMEs). In the group of large companies, the barriers that most impact the intention to innovate are innovation cost, lack of demand innovations, and lack of qualified personnel. Alternatively, in the group of small-medium companies, the barriers that most impact the intention to innovate are lack of own funds, lack of demand innovations, and lack of information about technology. These results show how the perceptions of barriers are significant to predict the intentions of innovation in Chilean companies. Furthermore, the perceptions of these barriers are contingent on the organizational sizes. These findings contribute to understanding the effect of contingencies on innovative intention in an emerging economy.

Prior literature recognizes two schools of thought on value creation in projects: one based on transaction cost economics and the other on relational-based theories. There is little empirical research on the impacts of these approaches within different project contexts. This study aims at analyzing the effect of value creation processes on the project value moderated by requirements uncertainty and project complexity, two critical contextual variables. We used a cross-sectional survey to collect data from 168 project managers in Chile. Three groups were distinguished from a cluster analysis considering the requirements uncertainty and project complexity. A proposed conceptual framework is validated globally and for each group through a multigroup analysis via partial least squares structural equation modeling (PLS-SEM). The global model results indicate an R2 of 0.37, and for the groups, the R2 ranges from 0.33 to 0.85, and the path coefficients range from 0.57 to 0.92. Additionally, the PLS-SEM multigroup analysis shows significant statistical differences. Group 3 (low complexity and low uncertainty) is different from Group 1 (high complexity and high uncertainty) and Group 2 (high complexity and low uncertainty), with p values of 0.027 and 0.023, respectively. Therefore, these empirical findings contribute to the literature demonstrating that value creation processes impact the project value. In particular, these effects are moderated by the current level of project requirements uncertainty and complexity in different contexts.

Traditionally, stakeholders have been underrepresented when defining the scope of a project, generating numerous problems during the execution and implementation of the project. Through this study, a procedure is proposed for helping the project management team to systematically identify and prioritize the involvement of each key stakeholder in mining projects. The procedure provides a tool to assess the level of completeness in defining the scope of the project, considering the stakeholders' needs. With this methodological proposal, decision-makers and project managers will be able to ensure that the requirements and concerns of the stakeholders are properly considered in the early stages of the project, allowing a better level of satisfaction with respect to the desired scope of the project.

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