Impact of Control and Trust on Megaproject Success: The Mediating Role of Social Exchange Norms

Wang, Dedong; Fang, Shaoze; Fu, Hongwei

doi:10.1155/2019/4850921

Cited by 29 publications

(22 citation statements)

References 108 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In recent years, many scholars believe that the trust network should be further explored on the basis of the binary trust relationship. In this respect, earlier studies defined the trust network as a network of relationships in which people are willing to put valuable, important, long-term resources or businesses at risk due to other people's bad behavior [15,28]. On this basis, some scholars have analyzed the trust network from the perspective of public governance and the informal system [29].…”

Section: Trust Network Based On the Sna Methodmentioning

confidence: 99%

Opportunistic Behavior Governance in PPP Projects: An Analysis Based on Trust Networks

Wang

Yin

Deng

et al. 2021

Advances in Civil Engineering

View full text Add to dashboard Cite

Stakeholders of PPP projects may induce opportunistic behaviors in long-term cooperation. Existing studies emphasized the inhibitory effect of trust on opportunistic behaviors, but most of them simplified the trust relationship into a two-subject perspective. From the perspective of social network analysis, this research constructs a network-level trust relationship between the stakeholders of PPP projects. The index analysis of the trust network shows that the PPP project stakeholders have obvious centrality and there are structural holes in the networks. From the perspective of the stakeholder alliance, different forms of alliances differ in the degree, betweenness, and closeness centrality of the trust network. On this basis, the analysis results of different trust network indicators match the corresponding preventive measures of opportunistic behavior, and this research provides comprehensive suggestions for project management.

show abstract

Section: Trust Network Based On the Sna Methodmentioning

confidence: 99%

Opportunistic Behavior Governance in PPP Projects: An Analysis Based on Trust Networks

Wang

Yin

Deng

et al. 2021

Advances in Civil Engineering

View full text Add to dashboard Cite

show abstract

“…Thus, 4 social exchange theory provides the theoretical lens to investigate how interpersonal 5 interactions between boundary spanners motivate the interorganizational exchange 6 (Ellegaard, 2012;Huang et al, 2016). This theory is applicable to investigate the impact 7 of bilateral exchange among different stakeholders on the project outcomes, for instance, 8 the social exchange norms on megaproject success (Wang, Fang and Fu, 2019), or the 9 perceived justice on cooperation (Liu et al, 2017).…”

Section: Role Theorymentioning

confidence: 99%

A shared leadership framework based on boundary spanners in megaprojects

Cao

Locatelli

Smith

et al. 2021

IJMPB

View full text Add to dashboard Cite

PurposeMegaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to navigate this complexity; it allows to identify and cluster the key elements. This paper aims to introduce a novel framework based on boundary spanners to describe the structural pattern of shared leadership in megaprojects.Design/methodology/approachA systematic literature review about boundary spanning and shared leadership is used to identify and cluster the key elements of shared leadership in megaprojects. The systematic literature review provides a rich theoretical background to develop the novel shared leadership framework based on boundary spanners.FindingsThere are three key dimensions characterizing shared leadership topology in megaprojects: stakeholders, boundary spanning leadership roles and project phases. The novel framework shows how project leadership dynamically transfers among different stakeholders, showing the importance of shared leadership as a leadership paradigm in megaprojects.Research limitations/implicationsThe novel framework epitomizes shared leadership in megaprojects by exploring its antecedents with social network metrics. This paper stresses that shared leadership is the envisaged form of leadership in megaprojects. By modeling complex project leadership in a simple, yet effective way, the framework fosters critical thinking for future research. The modeling introduced by this framework would also benefit practitioners in charge of megaprojects.Originality/valueThe paper moves the project leadership research to the network-level by taking boundary spanners as shared leadership roles in megaprojects. It shows how shared leadership is a valuable management tool for planning and delivery megaprojects.

show abstract

“…Harwardt (2020) "investigates the effects that Servant Leadership may have on the success of Information Technology (IT) projects" and it came out that employee's perception of a leader on accountability, authenticity, and forgiveness has a positive impact on project management success. Control and trust also have positive effects on the success of megaprojects (Wang et al, 2019). Executive management activities also have a positive effect on project success (Zaman et al, 2020).…”

Section: Top Management Supportmentioning

confidence: 99%

A Conceptual Framework on The Successful Adoption of Project Management Methodologies in Ghana

Taana

2020

TSSJ

View full text Add to dashboard Cite

The successful completion of every project whether undertaken by a public or private organization is of primary concern to many institutions. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in Project Management Methodologies (PMMs). It is a fact that many projects do not see successful completion as most of them are long overdue, faced with budget overruns and even some are abandoned. The purpose of this study is to explore the factors that influence the Adoption of Project Management Methodology in Ghana. This is motivated by the dearth of academic literature concerning the successful adoption of Project Management Methodologies in Ghana. The study will also examine if the Adoption of Project Management Methodologies leads to project success. To achieve these aims, a conceptual framework was developed grounded on the Critical Success Factors (CSFs), the Capability Maturity Model (CMM) theory, and the Stakeholder theory. Four independent variables, a mediator and a moderator were hypothesized for the establishment of the success factors affecting Project Management Methodologies adoption and if the Project Management Methodology adoption leads to project success.

show abstract

Impact of Control and Trust on Megaproject Success: The Mediating Role of Social Exchange Norms

Cited by 29 publications

References 108 publications

Opportunistic Behavior Governance in PPP Projects: An Analysis Based on Trust Networks

Opportunistic Behavior Governance in PPP Projects: An Analysis Based on Trust Networks

A shared leadership framework based on boundary spanners in megaprojects

A Conceptual Framework on The Successful Adoption of Project Management Methodologies in Ghana

Contact Info

Product

Resources

About