Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/339906 
Year of Publication: 
2024
Citation: 
[Journal:] Project Leadership and Society (PLAS) [ISSN:] 2666-7215 [Volume:] 5 [Article No.:] 100134 [Year:] 2024 [Pages:] 1-13
Publisher: 
Elsevier, Amsterdam
Abstract: 
To visualize and quantify these exchanges among primary stakeholders in megaprojects, this study introduces network stakeholder value network as the core methodology. Starting with a qualitative organizational safety behavior model encompassing 8 stakeholders and 61 value flows, it's built based on 3 organizational safety behavior categories. Moreover, questionnaire data from 356 experts quantifies the model, and the design structure matrix identifies 13845 safety value paths, including 4827 cycles. Analysis delves into critical cycles, stakeholders, flows, and organizational safety behavior types to refine safety strategies. The findings, based on Chinese megaprojects, suggest that contractors and governments must lead safety awareness efforts, with safety compliance paramount for all parties. The study's contributions are threefold: firstly, it broadens the scope to encompass organizational safety behavior; secondly, it introduces a novel approach to visualize and quantify safety value flows; and thirdly, it considers multiple types of value exchanges, underscores their significance in promoting safety value, and offers practical recommendations to strengthen construction safety performance.
Subjects: 
Megaproject
Organizational safety behavior
Safety value exchange
Stakeholder value network (SVN)
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.