Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory
The importance of social responsibility strategy for the sustainable development of megaprojects has been widely concerned, while types and motivations of social responsibility behavior have also been analyzed and examined in the corporate management literature. However, the typical social responsib...
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| Format: | Article |
| Language: | English |
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Wiley
2019-01-01
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| Series: | Advances in Civil Engineering |
| Online Access: | http://dx.doi.org/10.1155/2019/4956067 |
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| author | Linlin Xie Ting Han Haitao Chu Bo Xia |
| author_facet | Linlin Xie Ting Han Haitao Chu Bo Xia |
| author_sort | Linlin Xie |
| collection | DOAJ |
| description | The importance of social responsibility strategy for the sustainable development of megaprojects has been widely concerned, while types and motivations of social responsibility behavior have also been analyzed and examined in the corporate management literature. However, the typical social responsibility behaviors in megaprojects and the various motivations and factors that influence stakeholders’ selection of social responsibility behavior have not been fully considered and confirmed. In this study, camouflage behavior and collaborative behavior are taken as representative social responsibility behaviors. Based on the social action theory, the impact of relevant influencing factors is empirically examined and stakeholder’s selection of these two behaviors toward megaproject social responsibility (MSR) is explored. Results from the sample data of 127 management staff with megaproject experience from the participating parties revealed that synergistic behavior is driven mainly by relationship quality (RQ), whereas hypocritical behavior is affected by RQ, institutional pressure, and external appeals. In addition, the mutual feedback mechanism significantly improves the RQ of participating parties, which indirectly affects both behaviors. These findings bear implications in realizing the management of social responsibility behavior in megaprojects and guiding the participating parties to coordinate and implement social responsibility. |
| format | Article |
| id | doaj-art-beb5e2d5702e4bb0a1f8ad0dca0b19da |
| institution | Kabale University |
| issn | 1687-8086 1687-8094 |
| language | English |
| publishDate | 2019-01-01 |
| publisher | Wiley |
| record_format | Article |
| series | Advances in Civil Engineering |
| spelling | doaj-art-beb5e2d5702e4bb0a1f8ad0dca0b19da2025-02-03T06:48:38ZengWileyAdvances in Civil Engineering1687-80861687-80942019-01-01201910.1155/2019/49560674956067Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action TheoryLinlin Xie0Ting Han1Haitao Chu2Bo Xia3South China University of Technology, School of Civil Engineering & Transportation, Guangzhou 510000, ChinaSouth China University of Technology, School of Civil Engineering & Transportation, Guangzhou 510000, ChinaTongji University, School of Economics and Management, Shanghai 200000, ChinaQueensland University of Technology, School of Civil Engineering and Built Environment, Brisbane 4001, AustraliaThe importance of social responsibility strategy for the sustainable development of megaprojects has been widely concerned, while types and motivations of social responsibility behavior have also been analyzed and examined in the corporate management literature. However, the typical social responsibility behaviors in megaprojects and the various motivations and factors that influence stakeholders’ selection of social responsibility behavior have not been fully considered and confirmed. In this study, camouflage behavior and collaborative behavior are taken as representative social responsibility behaviors. Based on the social action theory, the impact of relevant influencing factors is empirically examined and stakeholder’s selection of these two behaviors toward megaproject social responsibility (MSR) is explored. Results from the sample data of 127 management staff with megaproject experience from the participating parties revealed that synergistic behavior is driven mainly by relationship quality (RQ), whereas hypocritical behavior is affected by RQ, institutional pressure, and external appeals. In addition, the mutual feedback mechanism significantly improves the RQ of participating parties, which indirectly affects both behaviors. These findings bear implications in realizing the management of social responsibility behavior in megaprojects and guiding the participating parties to coordinate and implement social responsibility.http://dx.doi.org/10.1155/2019/4956067 |
| spellingShingle | Linlin Xie Ting Han Haitao Chu Bo Xia Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory Advances in Civil Engineering |
| title | Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory |
| title_full | Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory |
| title_fullStr | Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory |
| title_full_unstemmed | Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory |
| title_short | Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory |
| title_sort | behavior selection of stakeholders toward megaproject social responsibility perspective from social action theory |
| url | http://dx.doi.org/10.1155/2019/4956067 |
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