Climbing the Pyramid of Megaproject Social Responsibility: Impacts of External Stakeholders and Project Complexity
Publication: Journal of Construction Engineering and Management
Volume 148, Issue 11
Abstract
Megaproject social responsibility (MSR) has received a great deal of attention from both academics and practitioners. However, as a very broad and complex concept, MSR requires an in-depth investigation of its components, driving forces, and contingent factors. Thus, this study aims to explore the climbing process across different levels of MSR from the perspectives of external stakeholders and project complexity. This study first establishes a pyramid framework for analyzing the different components and levels of MSR by leveraging stakeholder theory. Then, drawing upon attention- and capability-based views, theoretical development and empirical analyses are carried out to validate the influence of external stakeholders on participating organizations’ MSR and the moderating effects of project complexity. Using a set of survey data from Chinese megaprojects, the empirical findings demonstrate that the positive influence of external stakeholders and the negative moderating effect of project complexity become salient when ascending the pyramid of MSR. The value of this study lies in the way in which it considers the climbing process based on a hierarchical framework of MSR. The theoretical framework and empirical findings offer both project managers and policy makers with new insights into how to govern the diverse social responsibility issues in megaproject construction and management.
Get full access to this article
View all available purchase options and get full access to this article.
Data Availability Statement
Data generated or analyzed during this study are available from the corresponding author upon reasonable request.
Acknowledgments
This study is supported by the Humanities and Social Sciences Research Project of the Ministry of Education of China (Grant No. 20YJC630099) and the Research Projects of the National Natural Science Foundation of China (Grant Nos. 71771125, 71774108, and 71620107004).
References
Aaltonen, K., and R. Sivonen. 2009. “Response strategies to stakeholder pressures in global projects.” Int. J. Project Manage. 27 (2): 131–141. https://doi.org/10.1016/j.ijproman.2008.09.007.
Anderson, J. C., and D. W. Gerbing. 1988. “Structural equation modeling in practice: A review and recommended two-step approach.” Psychol. Bull. 103 (3): 411. https://doi.org/10.1037/0033-2909.103.3.411.
Baccarini, D. 1996. “The concept of project complexity—A review.” Int. J. Project Manage. 14 (4): 201–204. https://doi.org/10.1016/0263-7863(95)00093-3.
Bahadorestani, A., J. T. Karlsen, and N. M. Farimani. 2020. “Novel approach to satisfying stakeholders in megaprojects: Balancing mutual values.” J. Manage. Eng. 36 (2): 04019047. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000734.
Baker, W. E., and J. M. Sinkula. 2005. “Environmental marketing strategy and firm performance: Effects on new product performance and market share.” J. Acad. Marketing Sci. 33 (4): 461–475. https://doi.org/10.1177/0092070305276119.
Bosch-Rekveldt, M., Y. Jongkind, H. Mooi, H. Bakker, and A. Verbraeck. 2011. “Grasping project complexity in large engineering projects: The TOE (technical, organizational, and environmental) framework.” Int. J. Project Manage. 29 (6): 728–739. https://doi.org/10.1016/j.ijproman.2010.07.008.
Cantrell, J. E., E. Kyriazis, and G. Noble. 2015. “Developing CSR giving as a dynamic capability for salient stakeholder management.” J. Bus. Ethics 130 (2): 403–421. https://doi.org/10.1007/s10551-014-2229-1.
Carroll, A. B. 1991. “The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders.” Bus. Horiz. 34 (4): 39–48. https://doi.org/10.1016/0007-6813(91)90005-G.
Carroll, A. B. 2016. “Carroll’s pyramid of CSR: Taking another look.” Int. J. Corp. Soc. Responsibility 1 (1): 3. https://doi.org/10.1186/s40991-016-0004-6.
Chan, A. P. C., and G. D. Oppong. 2017. “Managing the expectations of external stakeholders in construction projects.” Eng. Constr. Archit. Manage. 24 (5): 736–756. https://doi.org/10.1108/ECAM-07-2016-0159.
Cho, S. Y., and C. Lee. 2019. “Managerial efficiency, corporate social performance, and corporate financial performance.” J. Bus. Ethics 158 (2): 467–486. https://doi.org/10.1007/s10551-017-3760-7.
Derakhshan, R., R. Turner, and M. Mancini. 2019. “Project governance and stakeholders: A literature review.” Int. J. Project Manage. 37 (1): 98–116. https://doi.org/10.1016/j.ijproman.2018.10.007.
Di Maddaloni, F., and K. Davis. 2017. “The influence of local community stakeholders in megaprojects: Rethinking their inclusiveness to improve project performance.” Int. J. Project Manage. 35 (8): 1537–1556. https://doi.org/10.1016/j.ijproman.2017.08.011.
Di Maddaloni, F., and K. Davis. 2018. “Project manager’s perception of the local communities’ stakeholder in megaprojects. An empirical investigation in the UK.” Int. J. Project Manage. 36 (3): 542–565. https://doi.org/10.1016/j.ijproman.2017.11.003.
Fassin, Y., A. Werner, A. Van Rossem, S. Signori, E. Garriga, H. von Weltzien Hoivik, and H. J. Schlierer. 2015. “CSR and related terms in SME owner-managers’ mental models in six European countries: National context matters.” J. Bus. Ethics 128 (2): 433–456. https://doi.org/10.1007/s10551-014-2098-7.
Floricel, S., J. L. Michela, and S. Piperca. 2016. “Complexity, uncertainty-reduction strategies, and project performance.” Int. J. Project Manage. 34 (7): 1360–1383. https://doi.org/10.1016/j.ijproman.2015.11.007.
Flyvbjerg, B. 2014. “What you should know about megaprojects and why: An overview.” Project Manage. J. 45 (2): 6–19. https://doi.org/10.1002/pmj.21409.
Flyvbjerg, B., and J. R. Turner. 2018. “Do classics exist in megaproject management?” Int. J. Project Manage. 36 (2): 334–341. https://doi.org/10.1016/j.ijproman.2017.07.006.
Fornell, C., and D. F. Larcker. 1981. “Evaluating structural equation models with unobservable variables and measurement error.” J. Marketing Res. 18 (1): 39. https://doi.org/10.1177/002224378101800104.
Friedman, M. 1970. “The social responsibility of business is to increase its profits.” NY Times, September 13, 1970.
Frooman, J. 1999. “Stakeholder influence strategies.” Acad. Manage. Rev. 24 (2): 191–205. https://doi.org/10.5465/amr.1999.1893928.
Guo, H., R. Shen, and Z. Su. 2019. “The impact of organizational legitimacy on product innovation: A comparison between new ventures and established firms.” IEEE Trans. Eng. Manage. 66 (1): 73–83. https://doi.org/10.1109/TEM.2018.2803061.
He, Q., X. Chen, G. Wang, J. Zhu, D. Yang, X. Liu, and Y. Li. 2019. “Managing social responsibility for sustainability in megaprojects: An innovation transitions perspective on success.” J. Cleaner Prod. 241 (Dec): 118395. https://doi.org/10.1016/j.jclepro.2019.118395.
Li, Y., Y. Lu, Q. Cui, and Y. Han. 2019. “Organizational behavior in megaprojects: Integrative review and directions for future research.” J. Manage. Eng. 35 (4): 04019009. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000691.
Li, Y., Y. Lu, J. E. Taylor, and Y. Han. 2018. “Bibliographic and comparative analyses to explore emerging classic texts in megaproject management.” Int. J. Project Manage. 36 (2): 342–361. https://doi.org/10.1016/j.ijproman.2017.05.008.
Lin, H., Y. Sui, H. Ma, L. Wang, and S. Zeng. 2018a. “CEO narcissism, public concern, and megaproject social responsibility: Moderated mediating examination.” J. Manage. Eng. 34 (4): 04018018. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000629.
Lin, H., S. Zeng, H. Ma, R. Zeng, and V. W. Y. Tam. 2017. “An indicator system for evaluating megaproject social responsibility.” Int. J. Project Manage. 35 (7): 1415–1426. https://doi.org/10.1016/j.ijproman.2017.04.009.
Lin, X., C. M.-F. Ho, and G. Q. Shen. 2018b. “For the balance of stakeholders’ power and responsibility: A collaborative framework for implementing social responsibility issues in construction projects.” Manage. Decis. 56 (3): 550–569. https://doi.org/10.1108/MD-05-2016-0275.
Liu, Z., L. Wang, Z. Sheng, and X. Gao. 2018. “Social responsibility in infrastructure mega-projects: A case study of ecological compensation for Sousa Chinensis during the construction of the Hong Kong-Zhuhai-Macao Bridge.” Front. Eng. Manage. 5 (1): 98–108. https://doi.org/10.15302/j-fem-2018084.
Loosemore, M., and B. T. H. Lim. 2017. “Linking corporate social responsibility and organizational performance in the construction industry.” Construct. Manage. Econ. 35 (3): 90–105. https://doi.org/10.1080/01446193.2016.1242762.
Lu, Y., L. Luo, H. Wang, Y. Le, and Q. Shi. 2015. “Measurement model of project complexity for large-scale projects from task and organization perspective.” Int. J. Project Manage. 33 (3): 610–622. https://doi.org/10.1016/j.ijproman.2014.12.005.
Ma, H., D. Sun, S. Zeng, H. Lin, and J. J. Shi. 2021. “The effects of megaproject social responsibility on participating organizations.” Project Manage. J. 52 (5): 418–433. https://doi.org/10.1177/87569728211015868.
Ma, H., S. Zeng, H. Lin, H. Chen, and J. J. Shi. 2017. “The societal governance of megaproject social responsibility.” Int. J. Project Manage. 35 (7): 1365–1377. https://doi.org/10.1016/j.ijproman.2017.01.012.
Ma, H., S. Zeng, G. Q. Shen, H. Lin, and H. Chen. 2016. “International diversification and corporate social responsibility: An empirical study of Chinese contractors.” Manage. Decis. 54 (3): 750–774. https://doi.org/10.1108/MD-07-2015-0322.
Miller, R., and B. Hobbs. 2005. “Governance regimes for large complex projects.” Project Manage. J. 36 (3): 42–50. https://doi.org/10.1177/875697280503600305.
Mishra, A., K. K. Sinha, and S. Thirumalai. 2017. “Project quality: The Achilles heel of offshore technology projects?” IEEE Trans. Eng. Manage. 64 (3): 272–286. https://doi.org/10.1109/TEM.2017.2662021.
Mitchell, R. K., B. R. Agle, and D. J. Wood. 1997. “Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts.” Acad. Manage. Rev. 22 (4): 853–886. https://doi.org/10.2307/259247.
Mok, K. Y., G. Q. Shen, and J. Yang. 2015. “Stakeholder management studies in mega construction projects: A review and future directions.” Int. J. Project Manage. 33 (2): 446–457. https://doi.org/10.1016/j.ijproman.2014.08.007.
Nguyen, T. H. D., N. Chileshe, R. Rameezdeen, and A. Wood. 2019a. “External stakeholder strategic actions in projects: A multi-case study.” Int. J. Project Manage. 37 (1): 176–191. https://doi.org/10.1016/j.ijproman.2018.12.001.
Nguyen, T. H. D., N. Chileshe, R. Rameezdeen, and A. Wood. 2019b. “Stakeholder influence pathways in construction projects: Multicase study.” J. Constr. Eng. Manage. 145 (9): 05019011. https://doi.org/10.1061/(ASCE)CO.1943-7862.0001680.
Ninan, J., A. Mahalingam, and S. Clegg. 2019. “External stakeholder management strategies and resources in megaprojects: An organizational power perspective.” Project Manage. J. 50 (6): 625–640. https://doi.org/10.1177/8756972819847045.
Ocasio, W. 2011. “Attention to attention.” Organ. Sci. 22 (5): 1286–1296. https://doi.org/10.1287/orsc.1100.0602.
Pich, M. T., C. H. Loch, and A. De Meyer. 2002. “On uncertainty, ambiguity, and complexity in project management.” Manage. Sci. 48 (8): 1008–1023. https://doi.org/10.1287/mnsc.48.8.1008.163.
Podsakoff, P. M., S. B. MacKenzie, J.-Y. Lee, and N. P. Podsakoff. 2003. “Common method biases in behavioral research: A critical review of the literature and recommended remedies.” J. Appl. Psychol. 88 (5): 879–903. https://doi.org/10.1037/0021-9010.88.5.879.
Qi, G., Y. Jia, S. Zeng, and J. J. Shi. 2016. “Public participation in China’s project plans.” Science 352 (6289): 1065. https://doi.org/10.1126/science.aaf8338.
Qiu, Y., H. Chen, Z. Sheng, J. Zhang, and S. Cheng. 2020. “Institutional entrepreneurship and megaproject: A case of the Hong Kong–Zhuhai–Macau Bridge.” IEEE Trans. Eng. Manage. 1–15. https://doi.org/10.1109/TEM.2020.3025720.
Sheng, Z. 2018. Fundamental theories of mega infrastructure construction management. Cham, Switzerland: Springer.
Ugwu, O. O., M. M. Kumaraswamy, A. Wong, and S. T. Ng. 2006. “Sustainability appraisal in infrastructure projects (SUSAIP): Part 2: A case study in bridge design.” Autom. Constr. 15 (2): 229–238. https://doi.org/10.1016/j.autcon.2005.05.005.
van Marrewijk, A., S. R. Clegg, T. S. Pitsis, and M. Veenswijk. 2008. “Managing public-private megaprojects: Paradoxes, complexity, and project design.” Int. J. Project Manage. 26 (6): 591–600. https://doi.org/10.1016/j.ijproman.2007.09.007.
Vuorinen, L., and M. Martinsuo. 2019. “Value-oriented stakeholder influence on infrastructure projects.” Int. J. Project Manage. 37 (5): 750–766. https://doi.org/10.1016/j.ijproman.2018.10.003.
Wang, G., Q. He, X. Meng, G. Locatelli, T. Yu, and X. Yan. 2017. “Exploring the impact of megaproject environmental responsibility on organizational citizenship behaviors for the environment: A social identity perspective.” Int. J. Project Manage. 35 (7): 1402–1414. https://doi.org/10.1016/j.ijproman.2017.04.008.
Wang, G., H. Zhang, B. Xia, G. Wu, and Y. Han. 2020. “Relationship between internationalization and financial performance: Evidence from ENR-listed Chinese firms.” J. Manag. Eng. 36 (2): 04019044. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000736.
Xie, L., B. Xia, Y. Hu, M. Shan, Y. Le, and A. P. C. Chan. 2017. “Public participation performance in public construction projects of South China: A case study of the Guangzhou Games venues construction.” Int. J. Project Manage. 35 (7): 1391–1401. https://doi.org/10.1016/j.ijproman.2017.04.003.
Xue, J., G. Q. Shen, Y. Li, S. Han, and X. Chu. 2021. “Dynamic analysis on public concerns in Hong Kong-Zhuhai-Macao Bridge: Integrated topic and sentiment modeling approach.” J. Constr. Eng. Manage. 147 (6): 04021049. https://doi.org/10.1061/(ASCE)CO.1943-7862.0002066.
Zeng, S., H. Chen, H. Ma, and J. J. Shi. 2022. “Governance of social responsibility in international infrastructure megaprojects.” Front. Eng. Manage. 9 (2): 343. https://doi.org/10.1007/s42524-022-0191-7.
Zeng, S., H. Ma, H. Lin, R. Zeng, and V. W. Y. Tam. 2015. “Social responsibility of major infrastructure projects in China.” Int. J. Project Manage. 33 (3): 537–548. https://doi.org/10.1016/j.ijproman.2014.07.007.
Zhang, Q., B. L. Oo, and B. T. H. Lim. 2021. “Mapping perceptions and implementation of corporate social responsibility for construction firms via importance–performance analysis: Paths of improvement.” J. Manage. Eng. 37 (6): 04021061. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000954.
Zhao, Z. Y., X. J. Zhao, K. Davidson, and J. Zuo. 2012. “A corporate social responsibility indicator system for construction enterprises.” J. Cleaner Prod. 29–30 (Jul): 277–289. https://doi.org/10.1016/j.jclepro.2011.12.036.
Zhou, Z., and C. Mi. 2017. “Social responsibility research within the context of megaproject management: Trends, gaps and opportunities.” Int. J. Project Manage. 35 (7): 1378–1390. https://doi.org/10.1016/j.ijproman.2017.02.017.
Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 148 • Issue 11 • November 2022
Copyright
© 2022 American Society of Civil Engineers.
History
Received: Nov 2, 2021
Accepted: Jun 23, 2022
Published online: Aug 17, 2022
Published in print: Nov 1, 2022
Discussion open until: Jan 17, 2023
ASCE Technical Topics:
- Business management
- Colleges and universities
- Construction engineering
- Construction management
- Education
- Engineering fundamentals
- Managers
- Methodology (by type)
- Organizations
- Personnel (type)
- Personnel management
- Practice and Profession
- Project management
- Research methods (by type)
- Social factors
- Surveys (non-geomatic)
- Validation
Authors
Metrics & Citations
Metrics
Citations
Download citation
If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Simply select your manager software from the list below and click Download.
Cited by
- Xian Zheng, Jiaying Chen, Bo Xia, Martin Skitmore, Saixing Zeng, Understanding the Megaproject Social Responsibility Network among Stakeholders: A Reciprocal-Exchange Perspective, Journal of Construction Engineering and Management, 10.1061/JCEMD4.COENG-13444, 149, 11, (2023).
- Zijiong Kong, Hanyang Ma, Kangjuan Lv, Jonathan J. Shi, Liability of Foreignness in Public-Private Partnership Projects, Journal of Construction Engineering and Management, 10.1061/JCEMD4.COENG-13380, 149, 9, (2023).