The importance of organizational citizenship behaviors for the environment (OCBEs) has been clearly established in the environmental literature. However, the OCBEs construct has rarely been examined in the specific and increasingly important realm of megaproject environmental responsibility (MER). To fill this gap, this paper presents an individual-level analysis that explores the impact of project participants' perceptions of MER practices on their environmental commitment and OCBEs. The results show that project participants' perceptions of MER practices directed toward internal stakeholders (i.e., stakeholders linked by project contracts) are positively related to their OCBEs. This relationship is partially mediated by the environmental commitment of project participants. Conversely, project participants' perceptions of MER practices directed toward external stakeholders (i.e., the local community and general public) have only an insignificant impact on their OCBEs. These findings provide new insights for managing MER practices to stimulate the emergence of OCBEs and thereby improve environmental performance.
Purpose
The purpose of this paper is to develop a new model for the success of megaprojects. Megaprojects are often said to fail because they finish late and/or overspent. As megaprojects are usually complex, so small changes in input can lead to disproportionate changes in output. So the time and cost targets at the start can have little validity. They are useful targets, not values which can be used to judge success or failure. The authors suggest that a megaproject is a success if it produces a worthwhile result at a time and cost that makes it valuable.
Design/methodology/approach
The authors develop a new model for the success of megaprojects, and asses its applicability against a number of case studies from well-known sources.
Findings
The authors identify four dimensions of megaproject success: they produce an output at a time and cost that makes it valuable; they achieve the desired outcome and benefit at a time and cost that makes them valuable; they deliver positive net present value; and they deliver a business or public need at a time and cost which makes it valuable.
Research limitations/implications
The authors propose a new model for megaproject success that moves away from the so-called iron triangle or triple constraint, which are meaningless in the context of complex projects. Time and cost to completion cannot be predicted on complex projects. However, targets are required because a megaproject must produce a valuable outcome at a time and cost that makes it valuable.
Practical implications
The paper produces a new way of assessing the success of megaprojects which will lead to a larger number of megaprojects being assessed to be successful. It indicates what is truly important, that the megaproject should produce and outcome of value at a time and cost that makes it valuable.
Social implications
Megaprojects often produce benefits to society over and above the financial benefits. Often an economic benefit cannot be paced on these social benefits, which makes it problematic to assess the value of the project. In one of the cases economic value was placed on the social benefits, and the benefit:cost ratio was increased from 0.85 to 2.5.
Originality/value
The authors propose a new model for the success of megaprojects.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.