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Identifying the driving factors of successful megaproject construction management: Findings from three Chinese cases

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Abstract

The construction of megaprojects has always resulted in extensive and long-term impacts on the society. However, the performance of megaproject management is poor, and improving it remains an urgent and necessary issue. Although many studies on megaproject success have been conducted, existing studies on the driving factors of successful megaproject construction are rather limited. Therefore, this study aims to systematically explore the key factors that can lead to successful megaproject construction management based on three cases: The Beijing-Shanghai High-Speed Railway, the Three Gorges Dam, and the Hong Kong-Zhuhai-Macao Bridge. Mixed research methods, such as literature review, case studies, and expert interviews, were used in this study. Consequently, 11 driving factors, namely, government support, public support, accumulation and application of technology and experience, development and innovation of technology, innovation and application of management system, organizational mode and structure, top management support, project culture, megaproject citizenship behavior, corporate reputation, and fulfillment of social responsibilities, were identified and grouped into five categories, namely, project environment, construction capabilities, organization, positive culture and behavior, and requirements for sustainable development. The contributions of this study lie in two aspects. First, the driving factors of successful megaproject construction are identified to deepen the understanding of industrial practitioners, assist them in focusing on key factors, and aid them in effectively managing megaprojects. Second, researchers could use the identified driving factors in conducting further empirical studies and apply them in future projects to enhance their chances of success.

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Authors and Affiliations

  1. Research Institute of Complex Engineering and Management, School of Economics and Management, Tongji University, Shanghai, 200092, China

    Qinghua He & Ting Wang

  2. Department of Construction Management, Tsinghua University, Beijing, 100084, China

    Junyan Xu

  3. Department of Building and Real Estate, The Hong Kong Polytechnic University, Hong Kong, China

    Ting Wang & Albert P. C. Chan

Authors
  1. Qinghua He
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  2. Junyan Xu
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  3. Ting Wang
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  4. Albert P. C. Chan
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Corresponding author

Correspondence to Ting Wang.

Additional information

This study was funded by the National Natural Science Foundation of China (Grant Nos. 71971161 and 71390523). The research is part of a Joint Ph.D. Program leading to dual awards (Ph.D. of The Hong Kong Polytechnic University and Tongji University).

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He, Q., Xu, J., Wang, T. et al. Identifying the driving factors of successful megaproject construction management: Findings from three Chinese cases. Front. Eng. Manag. 8, 5–16 (2021). https://doi.org/10.1007/s42524-019-0058-8

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