Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China
Abstract
:1. Introduction
2. Literature Review
2.1. The Definitions of Megaproject and Construction Megaproject
2.2. CSFs for Construction Megaproject Success
3. Research Methods
3.1. Expert Interview
3.2. Questionnaire Survey
4. Data Analysis and Findings
4.1. Ranking of CSFs
4.2. Factor Analysis
5. Discussion of Findings
5.1. Cluster 1: Effectiveness of Project Management Action
5.2. Cluster 2: Project Participant-Related Factors
5.3. Cluster 3: Application of Innovation Management Approaches
5.4. Cluster 4: External Factors
5.5. Cluster 5: Economic Factors
5.6. Cluster 6: Organisational Factors
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Interviewees | Current Positions | Years Working in the Project Management Area | Participated Megaprojects |
---|---|---|---|
Expert 1 | Professors | 36 | Shanghai EXPO, Shanghai Disneyland Resort |
Expert 2 | Professors | 27 | Shanghai EXPO, Changchun West Railway Station |
Expert 3 | Research assistant | 9 | Beijing-Xinjiang Expressway |
Expert 4 | Project manager | 20 | Guangzhou Baiyun International Airport, Shanghai EXPO |
Expert 5 | Project manager | 21 | Shanghai EXPO, Shanghai West Bund Media Harbour |
Expert 6 | Project manager | 27 | Hong Kong-Zhuhai-Macau Bridge, Hangzhou Bay Bridge |
Expert 7 | Deputy project management | 19 | Shanghai Disneyland Resort, Shenzhen Qianhai New City Centre |
Expert 8 | Project management consultant | 15 | Shanghai West Bund Media Harbour, Buddhist Academy of |
Expert 9 | Project management consultant | 16 | Kunming Metro Line 2, Shanghai West Railway Station |
Expert 10 | Project supervisor | 12 | Shanghai West Bund Media Harbour, Shanghai Disneyland Resort |
Categories | Success Factors | Source |
---|---|---|
Project-related factors | Clear strategic vision | Hu et al. [23]; Toor and Ogunlana [35]; Nguyen et al. [29]; Shenhar and Holzmann [22] |
Aligned perceptions of project goals and success | Toor and Ogunlana [35]; Caldas and Gupta [12]; Crosby [36]; | |
Clear goals and project definition to make sure the project goes smoothly | Hu et al. [23]; Locatelli et al. [37]; Nguyen et al. [29]; | |
Effective strategic planning | Hosseini et al. [38]; Al-Nahyan et al. [29] | |
Good governance | Brunet and Forgues, [39]; Crosby [36]; Al-Subaie et al. [40] | |
Project organization structure | Hu et al. [23] | |
Project participants-related factors | Partnering/relationships with key stakeholders | Hu et al. [23]; Mazur et al. [41]; Xue et al. [42] |
Adequate communication and coordination among related parties | Toor and Ogunlana [35]; Caldas and Gupta [12]; | |
Mutual trust among project stakeholders | Brunet and Forgues, [39]; Toor and Ogunlana [35]; | |
Capabilities and leadership of the owner | Winch and Leiringer [43]; Fahri et al. [44] | |
Capabilities and leadership of project managers | Toor and Ogunlana [35]; Crosby [36]; Hosseini et al. [38]; | |
Capabilities and leadership of contractors | Mazur et al. [41]; Crosby (2017); Sturup and Low [45]; Wang et al. [3] | |
Positive behaviour of project participants that could collectively facilitate the effective achievement of construction goals | Expert 1–7 and Expert 9 | |
Great organizational support | Fahri et al. [44] | |
Positive organizational culture for effective project management | Puerto and Shane [21]; He et al. [6] | |
Economic and management-related factors | Adequate resource availability | Toor and Ogunlana [35]; He et al. [6] |
Establish effective incentive and punishment mechanisms | Expert 2 and Expert 5–10 | |
Systematic control and integration mechanisms | Crosby [36]; Nguyen et al. [29] | |
Effective risk management | Kardes et al. [46]; Dimitriou et al. [47]; Crosby [36]; Sturup and Low [45] | |
Effectively address complexities | Wang et al. [3]; Qiu et al. [48] | |
Scope management | Hu et al. [23] | |
Well-formulated and detailed contracts | Toor and Ogunlana [35]; Wang et al. [3] | |
Select the appropriate contracting and delivery model | Brunet and Forgues, [39]; Locatteli et al. [37] | |
Adopt a competitive and transparent procurement process to control corruption effectively | Expert 1–10 | |
Innovation related factors | Owners need to clarify the innovation orientation and strategic choice and also need to guide the innovation management of participating enterprises | Expert 1–5 and Expert 7–10 |
Owners need to provide the necessary innovation resources and an innovative environment, such as provide subsidies to promote innovative behaviour | Expert 1–10 | |
Focus on pre-stage research and necessary talents training | Expert 1–9 | |
Adopt up to date or innovatively improve technologies and methods | Crosby [36]; Hosseini et al. (2017); Nguyen et al. [29] | |
Adopt up to date or innovatively improve technologies and methods | Davies et al. [49]; Kwak et al. [50] | |
External environment factors | Direct or strong support of the state (central government) | He et al. [6]; Locatelli et al. [37] |
Cooperation and strong support from local governments | Expert 1–10 | |
Public support or acceptance | Ng et al. [51] | |
Adequate external supervision and audit | Expert 1–10 | |
Complete understanding of cultural, financial, and legislative requirements | He et al. [6]; Crosby [36] | |
Economic and political stability | Hosseini et al. [38]; Wang et al. [3] |
Categories | Cronbach Alpha | Mean if Deleted | Standard Deviation if Deleted | Alpha if Deleted |
---|---|---|---|---|
Project-related factors | 0.861 | 21.21 | 10.198 | 0.858 |
21.32 | 9.281 | 0.832 | ||
21.22 | 9.999 | 0.846 | ||
21.29 | 9.381 | 0.828 | ||
21.32 | 9.140 | 0.834 | ||
21.36 | 9.341 | 0.828 | ||
Project participants-related factors | 0.870 | 34.24 | 19.325 | 0.848 |
34.22 | 19.113 | 0.847 | ||
34.36 | 19.827 | 0.857 | ||
34.35 | 18.713 | 0.849 | ||
34.32 | 18.219 | 0.842 | ||
34.36 | 18.497 | 0.845 | ||
34.29 | 22.769 | 0.891 | ||
34.30 | 19.838 | 0.858 | ||
34.40 | 19.335 | 0.858 | ||
Economic and management-related factors | 0.881 | 33.37 | 23.595 | 0.871 |
33.73 | 27.137 | 0.907 | ||
33.53 | 21.829 | 0.847 | ||
33.47 | 22.157 | 0.851 | ||
33.52 | 22.548 | 0.857 | ||
33.53 | 22.173 | 0.850 | ||
33.45 | 22.359 | 0.852 | ||
33.47 | 23.485 | 0.868 | ||
33.59 | 25.400 | 0.898 | ||
Innovation-related factors | 0.728 | 16.38 | 5.394 | 0.622 |
16.34 | 5.695 | 0.629 | ||
16.22 | 5.874 | 0.633 | ||
16.20 | 6.834 | 0.767 | ||
16.19 | 6.657 | 0.731 | ||
External environment factors | 0.751 | 21.12 | 6.328 | 0.693 |
21.09 | 7.360 | 0.736 | ||
21.22 | 6.531 | 0.696 | ||
21.47 | 7.204 | 0.772 | ||
21.19 | 6.043 | 0.667 | ||
21.16 | 6.715 | 0.719 |
Success Factors | Mean | Standard Deviation | |
---|---|---|---|
CSF1 | Adequate communication and coordination among related parties | 4.38 | 0.752 |
CSF2 | Cooperation and strong support from local governments | 4.36 | 0.637 |
CSF3 | Partnering/relationships with key stakeholders | 4.36 | 0.728 |
CSF4 | Clear goals and project definition to make sure the project goes smoothly | 4.33 | 0.741 |
CSF5 | Clear strategic vision | 4.33 | 0.764 |
CSF6 | Direct or strong support of the state (central government) | 4.33 | 0.782 |
CSF7 | Adequate resource availability | 4.33 | 0.842 |
CSF8 | Positive behaviour of project participants that could collectively facilitate the effective achievement of construction goals | 4.32 | 0.696 |
CSF9 | Great organizational support | 4.3 | 0.756 |
CSF10 | Economic and political stability | 4.29 | 0.762 |
CSF11 | Capabilities and leadership of project managers | 4.29 | 0.85 |
CSF12 | Complete understanding of cultural, financial, and legislative requirements | 4.26 | 0.786 |
CSF13 | Well-formulated and detailed contracts | 4.26 | 0.803 |
CSF14 | Capabilities and leadership of the owner | 4.26 | 0.832 |
CSF15 | Effective strategic planning | 4.25 | 0.781 |
CSF16 | Capabilities and leadership of contractors | 4.25 | 0.829 |
CSF17 | Mutual trust among project stakeholders | 4.24 | 0.748 |
CSF18 | Effective risk management | 4.24 | 0.818 |
CSF19 | Select the appropriate contracting and delivery model | 4.24 | 0.827 |
CSF20 | Public support or acceptance | 4.23 | 0.734 |
CSF21 | Aligned perceptions of project goals and success | 4.22 | 0.822 |
CSF22 | Good governance | 4.22 | 0.859 |
CSF23 | Positive organizational culture for effective project management | 4.21 | 0.835 |
CSF24 | Project organization structure | 4.19 | 0.788 |
CSF25 | Effectively address complexities | 4.19 | 0.827 |
CSF26 | Scope management | 4.18 | 0.805 |
CSF27 | Systematic control and integration mechanisms | 4.18 | 0.824 |
CSF28 | Adopt up to date or innovatively improve technologies and methods | 4.14 | 0.845 |
CSF29 | Experience and talents accumulated from previous similar projects | 4.13 | 0.905 |
CSF30 | Focus on pre-stage research and necessary talents training | 4.12 | 0.797 |
CSF31 | Adopt a competitive and transparent procurement process to control corruption effectively | 4.12 | 0.941 |
CSF32 | Owners need to provide the necessary innovation resources and innovative environment, such as provide subsidies to promote innovative behaviour | 4.00 | 0.843 |
CSF33 | Adequate external supervision and audit | 3.98 | 0.824 |
CSF34 | Establish effective incentive and punishment mechanisms | 3.98 | 0.852 |
CSF35 | Owners need to clarify the innovation orientation and strategic choice and also need to guide the innovation management of participating enterprises | 3.95 | 0.917 |
Component | Eigenvalue | Percent of Variance Explained | Cumulative Percent of Variance Explained |
---|---|---|---|
CSF1 | 14.335 | 44.797 | 44.797 |
CSF2 | 2.986 | 9.331 | 54.128 |
CSF3 | 1.507 | 4.709 | 58.837 |
CSF4 | 1.308 | 4.087 | 62.924 |
CSF5 | 1.252 | 3.914 | 66.838 |
CSF6 | 1.168 | 3.651 | 70.489 |
CSF7 | 0.916 | 2.861 | 73.350 |
CSF8 | 0.784 | 2.449 | 75.799 |
CSF9 | 0.763 | 2.385 | 78.183 |
CSF10 | 0.710 | 2.218 | 80.401 |
CSF11 | 0.657 | 2.053 | 82.454 |
CSF12 | 0.531 | 1.659 | 84.113 |
CSF13 | 0.494 | 1.543 | 85.655 |
CSF14 | 0.453 | 1.417 | 87.072 |
CSF15 | 0.440 | 1.376 | 88.448 |
CSF16 | 0.403 | 1.260 | 89.708 |
CSF17 | 0.364 | 1.137 | 90.844 |
CSF18 | 0.359 | 1.121 | 91.966 |
CSF19 | 0.330 | 1.031 | 92.996 |
CSF20 | 0.294 | 0.918 | 93.915 |
CSF21 | 0.244 | 0.764 | 94.678 |
CSF22 | 0.241 | 0.753 | 95.432 |
CSF23 | 0.217 | 0.678 | 96.110 |
CSF24 | 0.210 | 0.656 | 96.766 |
CSF25 | 0.191 | 0.598 | 97.363 |
CSF26 | 0.160 | 0.500 | 97.863 |
CSF27 | 0.152 | 0.474 | 98.338 |
CSF28 | 0.136 | 0.425 | 98.763 |
CSF29 | 0.116 | 0.362 | 99.125 |
CSF30 | 0.110 | 0.345 | 99.470 |
CSF31 | 0.092 | 0.288 | 99.758 |
CSF32 | 0.077 | 0.242 | 100.000 |
Components | ||||||
---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | |
CSF25 | 0.823 | |||||
CSF26 | 0.735 | |||||
CSF13 | 0.693 | |||||
CSF4 | 0.693 | |||||
CSF27 | 0.691 | |||||
CSF18 | 0.688 | |||||
CSF17 | 0.589 | |||||
CSF21 | 0.587 | |||||
CSF7 | 0.572 | |||||
CSF15 | 0.491 | |||||
CSF11 | 0.791 | |||||
CSF14 | 0.764 | |||||
CSF22 | 0.740 | |||||
CSF16 | 0.629 | |||||
CSF24 | 0.560 | |||||
CSF3 | 0.539 | |||||
CSF1 | 0.524 | |||||
CSF5 | 0.500 | |||||
CSF29 | 0.471 | |||||
CSF30 | 0.870 | |||||
CSF2 | 0.823 | |||||
CSF32 | 0.812 | |||||
CSF31 | 0.628 | |||||
CSF20 | 0.794 | |||||
CSF12 | 0.693 | |||||
CSF6 | 0.571 | |||||
CSF19 | 0.792 | |||||
CSF10 | 0.724 | |||||
CSF28 | 0.523 | |||||
CSF8 | 0.829 | |||||
CSF9 | 0.728 |
Clusters | Eigenvalues | Percentage of Variance | Cumulative Percentage of Variance |
---|---|---|---|
1 | 5.629 | 17.592 | 17.592 |
2 | 5.138 | 16.057 | 33.649 |
3 | 3.118 | 9.744 | 43.393 |
4 | 3.034 | 9.480 | 52.873 |
5 | 2.853 | 8.917 | 61.790 |
6 | 2.784 | 8.699 | 70.489 |
Clusters | CSFs | |
---|---|---|
Cluster 1 | Effectiveness of project management action | CSF25 Effectively address complexities |
CSF26 Scope management | ||
CSF13 Well-formulated and detailed contracts | ||
CSF4 Clear goals and project definition to make sure the project goes smoothly | ||
CSF27 Systematic control and integration mechanisms | ||
CSF18 Effective risk management | ||
CSF17 Mutual trust among project stakeholders | ||
CSF21 Aligned perceptions of project goals and success | ||
CSF7 Adequate resource availability | ||
CSF15 Effective strategic planning | ||
Cluster 2 | Project participants-related factors | CSF11 Capabilities and leadership of project managers |
CSF14 Capabilities and leadership of the owner | ||
CSF22 Good governance | ||
CSF16 Capabilities and leadership of contractors | ||
CSF24 Project organization structure | ||
CSF3 Partnering/relationships with key stakeholders | ||
CSF1 Adequate communication and coordination among related parties | ||
CSF5 Clear strategic vision | ||
CSF29 Experience and talents accumulated from previous similar projects | ||
Cluster 3 | Application of innovation management | CSF30 Focus on pre-stage research and necessary talents training |
CSF2 Cooperation and strong support from local governments | ||
CSF32 Owners need to provide the necessary innovation resources and innovative environment, such as provide subsidies to promote innovative behaviour | ||
CSF31 Adopt up to date or innovatively improve technologies and methods | ||
Cluster 4 | External factors | CSF20 Public support or acceptance |
CSF12 Complete understanding of cultural, financial and legislative requirements | ||
CSF6 Direct or strong support of the state (central government) | ||
Cluster 5 | Economic factors | CSF19 Select the appropriate contracting and delivery model |
CSF10 Economic and political stability | ||
CSF28 Adopt competitive and transparent procurement process to control corruption effectively | ||
Cluster 6 | Organizational factors | CSF8 Positive behaviour of project participants that could collectively facilitate the effective achievement of construction goals |
CSF9 Great organizational support | ||
CSF23 Positive organizational culture for effective project management |
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Wang, T.; Owusu, E.K.; He, Q.; Tian, Z.; Wu, D. Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China. Sustainability 2022, 14, 14730. https://doi.org/10.3390/su142214730
Wang T, Owusu EK, He Q, Tian Z, Wu D. Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China. Sustainability. 2022; 14(22):14730. https://doi.org/10.3390/su142214730
Chicago/Turabian StyleWang, Ting, Emmanuel Kingsford Owusu, Qinghua He, Zidan Tian, and Dong Wu. 2022. "Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China" Sustainability 14, no. 22: 14730. https://doi.org/10.3390/su142214730