| Popis: |
Megaprojects are complex ventures that involve multiple public and private stakeholders and have huge impact on society. Hence, understanding factors that contributes to project success is quite crucial in the context of megaprojects. Extant literature has established that project manager’s leadership has a direct and an indirect effect on project success. In recent years, Qatar has seen major megaprojects in areas like oil and gas, infrastructure development, rail, airport, port, stadiums, and water reservoirs among others. The major aim of this research is to understand the role of leadership in the success of the megaprojects. The research proposes several hypotheses based on an exhaustive literature review on leadership, governance, culture, and project success. An empirical study was conducted to understand the relationship among various leadership styles, governance and culture on megaproject success. Analysis performed using structural equation modeling, indicates positive relationship between transformational leadership style and project success. Subsequently, Total Interpretive Structural Modeling (TISM) was used to develop a hierarchy-based structure for variables that positively influence transformational leadership development in megaprojects. The TISM model shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Further, to prioritize leadership competences in megaprojects, an integrated PMBOK and Fuzzy-AHP framework is proposed. The framework is expected to help organizations focus on those competences considered important for megaproject success. Lastly, the research proposes a hybrid ISO21500 and ANP-BOCR model for subcontractor selection in megaprojects using the Triple Bottom Line (TBL) factors as strategic criteria. |
