Drawing on the theory of relational governance, this study determines the nexus of inter-organizational trust, principled negotiation, and joint action in cost performance. To this end, it formulates five hypotheses based on established management theories or principles of organizational studies. The study uses partial least squares structural equation modeling to analyze the 248 valid questionnaires collected from the analyzed organizations involved in megaprojects. The results show that interorganizational trust has a direct and indirect positive effect on improving cost performance. Principled negotiation and joint action can serve as multiple mediating roles between inter-organizational trust and cost performance. Contractual governance also has different moderation effects on principled negotiation and joint action toward cost performance. In conclusion, this study contributes to the knowledge on inter-organizational trust and its mediating effects on cost performance from the perspective of megaprojects. The results are generalizable to other projects with complicated organizational and working relationships.
The complexity of the Hong Kong-Zhuhai-Macao Bridge and the political environment of "One country, Two systems" have brought a vital influence on the decision-making recognition, decision-making analysis, and decision-making management related to this crossborder infrastructure mega-project. Based on case study, this study systematically analyzes the complexity of the decision-making related to the Hong Kong-Zhuhai-Macao Bridge, and explains the general principles that were used for its decision-making management. The research examines the decision-making management system of the Hong Kong-Zhuhai-Macao Bridge, its adaptive behavior, and specific coordination mechanism on different decisionmaking problems in different decision-making stages. This result provides reference for decision-making management system design of cross-border projects.
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