Share:


Investigating the impact of governmental governance on megaproject performance: evidence from China

    Zhao Zhai Affiliation
    ; Ming Shan Affiliation
    ; Yun Le Affiliation

Abstract

Governmental governance is an emerging concept in the area of governance and is critical to the success of megaprojects. The aims of this study are to investigate the impact of governmental governance on megaproject performance and to identify the most critical component of governmental governance. To achieve these goals, a conceptual framework of governmental governance and a comprehensive framework of megaproject performance were established first, followed by proposing a research hypothesis that governmental governance could contribute to megaproject performance. To test the hypothesis, data collected by a questionnaire administered to 239 professionals were analyzed using partial least squares structural equation modelling. Results showed that governmental governance could contribute to megaproject performance significantly. It also reported that “public monitoring and scrutiny” was the most critical latent variable of governmental governance on megaproject performance, followed by “systemic risk management,” “regulatory oversight,” “construction of clean government,” “strategic planning,” and “institutional design.” This study has contributed to the body of knowledge of governmental governance by investigating its impact on megaproject performance. The findings from this study are useful to the industry as well, because they can enhance practitioners’ understanding of governmental governance, which could help them improve their management of megaprojects eventually.

Keyword : megaprojects, governmental governance, project governance, performance, structural equation modelling, China

How to Cite
Zhai, Z., Shan, M., & Le, Y. (2020). Investigating the impact of governmental governance on megaproject performance: evidence from China. Technological and Economic Development of Economy, 26(2), 449-478. https://doi.org/10.3846/tede.2020.11334
Published in Issue
Feb 21, 2020
Abstract Views
2578
PDF Downloads
1306
Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

References

Aarseth, W., Ahola, T., Aaltonen, K., Økland, A., & Andersen, B. (2017). Project sustainability strategies: A systematic literature review. International Journal of Project Management, 35(6), 1071–1083. https://doi.org/10.1016/j.ijproman.2016.11.006

Abowitz, D. A., & Toole, T. M. (2010). Mixed method research: fundamental issues of design, validity, and reliability in construction research. Journal of Construction Engineering and Management, 136(1), 108–116. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000026

Arnstein, S. (1969). A ladder of citizen participation. Journal of the American Planning Association, 35(4), 216–224. https://doi.org/10.1080/01944366908977225

Aubry, M., Richer, M.-C., & Lavoie-Tremblay, M. (2014). Governance performance in complex environment: The case of a major transformation in a university hospital. International Journal of Project Management, 32(8), 1333–1345. https://doi.org/10.1016/j.ijproman.2013.07.008

Bednar, M. K. (2012). Watchdog or lapdog? A behavioral view of the media as a corporate governance mechanism. Academy of Management Journal, 55(1), 131–150. https://doi.org/10.5465/amj.2009.0862

Bennon, M., Kim, M. J., & Levitt, R. E. (2017). US infrastructure gap(s): federal policy and local public institutions. https://doi.org/10.2139/ssrn.3036650

Besfamille, M. (2004). Collusion in local public works. International Economic Review, 45(4), 1193– 1219. https://doi.org/10.1111/j.0020-6598.2004.00302.x

Biesenthal, C., & Wilden, R. (2014). Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), 1291–1308. https://doi.org/10.1016/j.ijproman.2014.06.005

Bozza, A., Asprone, D., & Fabbrocino, F. (2017). Urban resilience: a civil engineering perspective. Sustainability, 9(103). https://doi.org/10.3390/su9010103

Brunet, M., & Aubry, M. (2016). The three dimensions of a governance framework for major public projects. International Journal of Project Management, 34(8), 1596–1607. https://doi.org/10.1016/j.ijproman.2016.09.004

Bygballe, L. E., Dewulf, G., & Levitt, R. E. (2015). The interplay between formal and informal contracting in integrated project delivery. Engineering Project Organization Journal, 5(1), 22–35. https://doi.org/10.1080/21573727.2014.992014

Callegari, C., Szklo, A., & Schaeffer, R. (2018). Cost overruns and delays in energy megaprojects: How big is big enough? Energy Policy, 114, 211–220. https://doi.org/10.1016/j.enpol.2017.11.059

Cardenas, I. C., Voordijk, H., & Dewulf, G. (2017). Beyond theory: Towards a probabilistic causation model to support project governance in infrastructure projects. International Journal of Project Management, 35(3), 432–450. https://doi.org/10.1016/j.ijproman.2017.01.002

Chen, G.-X., Shan, M., Chan, A. P. C., Liu, X., & Zhao, Y.-Q. (2019). Investigating the causes of delay in grain bin construction projects: the case of China. International Journal of Construction Management, 19(1), 1–14. https://doi.org/10.1080/15623599.2017.1354514

Chen, L., & Manley, K. (2014). Validation of an instrument to measure governance and performance on collaborative infrastructure projects. Journal of Construction Engineering and Management, 140(5). https://doi.org/10.1061/(ASCE)CO.1943-7862.0000834

Chi, C. S., Ruuska, I., Levitt, R., Ahola, T., & Artto, K. (2011, August 9–11). A relational governance approach for megaprojects: case studies of Beijing T3 and bird’s nest projects in China. In Engineering Project Organizations Conference, Estes Park, Colorado.

Crawford, L., & Helm, J. (2009). Government and governance: The value of project management in the public sector. Project Management Journal, 40(1), 73–87. https://doi.org/10.1002/pmj.20107

Dickson, B. J., Landry, P. F., Shen, M., & Yan, J. (2016). Public goods and regime support in urban China. The China Quarterly, 228, 859–880. https://doi.org/10.1017/S0305741016001156

Di Maddaloni, F., & Davis, K. (2017). The influence of local community stakeholders in megaprojects: Rethinking their inclusiveness to improve project performance. International Journal of Project Management, 35(8), 1537–1556. https://doi.org/10.1016/j.ijproman.2017.08.011

Eriksson, P. E., & Westerberg, M. (2011). Effects of cooperative procurement procedures on construction project performance: A conceptual framework. International Journal of Project Management, 29(2), 197–208. https://doi.org/10.1016/j.ijproman.2010.01.003

Flyvbjerg, B. (2011). Over budget, over time, over and over again: Managing major projects. In P. W. G. Morris, J. K. Pinto, & J. Söderlund (Eds.), The Oxford Handbook of Project Management (pp. 321–344). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199563142.003.0014

Flyvbjerg, B., Bruzelius, N., & Rothengatter, W. (2003). Megaprojects and risk: An anatomy of ambition: Cambridge University Press. https://doi.org/10.1017/CBO9781107050891

Flyvbjerg, B., Hon, C.-k., & Fok, W. H. (2016). Reference class forecasting for Hong Kong’s major roadworks projects. Proceedings of the Institution of Civil Engineers − Civil Engineering, 169(6), 17–24. https://doi.org/10.1680/jcien.15.00075

Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project Management Journal, 45(2), 6–19. https://doi.org/10.1002/pmj.21409

Ghosh, S., Buckler, L., Skibniewski, M. J., Negahban, S., & Kwak, Y. H. (2014). Organizational governance to integrate sustainability projects: a case study. Technological and Economic Development of Economy, 20(1), 1–24. https://doi.org/10.3846/20294913.2014.850755

Gil, N., & Lundrigan, C. (2012). The leadership and governance of megaprojects (CID Technical Report No. 3/2012). https://personalpages.manchester.ac.uk/staff/nuno.gil/Technical%20reports/CID%20Technical%20Report%20No3%20Leadership%20and%20Governance%20April%202012.pdf

Grubbauer, M., & Čamprag, N. (2018). Urban megaprojects, nation-state politics and regulatory capitalism in Central and Eastern Europe: The Belgrade Waterfront project. Urban Studies, 56(4), 649–671. https://doi.org/10.1177/0042098018757663

Gunduz, M., & Yahya, A. M. A. (2018). Analysis of project success factors in construction industry. Technological and Economic Development of Economy, 24(1), 67–80. https://doi.org/10.3846/20294913.2015.1074129

Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing theory and Practice, 19(2), 139–152. https://doi.org/10.2753/MTP1069-6679190202

Hanna, A. S., Lotfallah, W., Aoun, D. G., & Asmar, M. E. (2014). Mathematical formulation of the project quarterback rating: new framework to assess construction project performance. Journal of Construction Engineering and Management, 140(8). https://doi.org/10.1061/(ASCE)CO.1943-7862.0000871

Haveman, H. A., Jia, N., Shi, J., & Wang, Y. (2017). The dynamics of political embeddedness in China. Administrative Science Quarterly, 62(1), 67–104. https://doi.org/10.1177/0001839216657311

Hu, Y., Chan, A. P., Le, Y., Xu, Y., & Shan, M. (2016). Developing a program organization performance index for delivering construction megaprojects in China: Fuzzy synthetic evaluation analysis. Journal of Management in Engineering, 32(4), 05016007. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000432

Hu, Y., Le, Y., Gao, X. L., Li, Y. K., & Liu, M. Q. (2018). Grasping institutional complexity in infrastructure mega-projects through the multi-level governance system: A case study of the Hong KongZhuhai-Macao Bridge construction. Frontiers of Engineering Management, 5(1), 52–63. https://doi.org/10.15302/J-FEM-2018074

Hwang, B.-G., Shan, M., & Looi, K.-Y. (2018a). Key constraints and mitigation strategies for prefabricated prefinished volumetric construction. Journal of Cleaner Production, 183, 183–193. https://doi.org/10.1016/j.jclepro.2018.02.136

Hwang, B.-G., Shan, M., & Phuah, S. L. (2018b). Safety in green building construction projects in Singapore: Performance, critical issues, and improvement solutions. KSCE Journal of Civil Engineering, 22(2), 447–458. https://doi.org/10.1007/s12205-017-1961-3

Jackson, S., & Sleigh, A. (2000). Resettlement for China’s Three Gorges Dam: socio-economic impact and institutional tensions. Communist and Post-Communist Studies, 33(2), 223–241. https://doi.org/10.1016/S0967-067X(00)00005-2

Joslin, R., & Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management, 34(4), 613–626. https://doi.org/10.1016/j.ijproman.2016.01.008

Klakegg, O. J., Williams, T., Magnussen, O. M., & Glasspool, H. (2008). Governance frameworks for public project development and estimation. Project Management Journal, 39, S27–S42. https://doi.org/10.1002/pmj.20058

Klakegg, O. J., Williams, T., & Shiferaw, A. T. (2016). Taming the ‘trolls’: Major public projects in the making. International Journal of Project Management, 34(2), 282–296. https://doi.org/10.1016/j.ijproman.2015.03.008

Le, Y., Shan, M., Chan, A. P. C., & Hu, Y. (2014). Investigating the causal relationships between causes of and vulnerabilities to corruption in the Chinese public construction sector. Journal of Construction Engineering and Management, 140(9), 0501400701–0501400712. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000886

Li, T. H. Y., Ng, S. T., & Skitmore, M. (2016). Modeling multi-stakeholder multi-objective decisions during public participation in major infrastructure and construction projects: a decision rule approach. Journal of Construction Engineering and Management, 142(3), 04015087. https://doi.org/10.1061/(ASCE)CO.1943-7862.0001066

Li, Y. K., Han, Y., Luo, M., & Zhang, Y. (2019). Impact of megaproject governance on project performance: dynamic governance of the Nanning transportation hub in China. Journal of Management in Engineering, 35(3), 05019002. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000681

Li, Y. K., Lu, Y. J., Ma, L., & Kwak, Y. H. (2018). Evolutionary governance for mega-event projects (MEPs): a case study of the World Expo 2010 in China. Project Management Journal, 49(1), 57–78. https://doi.org/10.1177/875697281804900105

Lin, H., Sui, Y., Ma, H., Wang, L., & Zeng, S. (2018). CEO narcissism, public concern, and megaproject social responsibility: moderated mediating examination. Journal of Management in Engineering, 34(4). https://doi.org/10.1061/(ASCE)ME.1943-5479.0000629

Lin, H., Zeng, S., Ma, H., Zeng, R., & Tam, V. W. Y. (2017). An indicator system for evaluating megaproject social responsibility. International Journal of Project Management, 35(7), 1415–1426. https://doi.org/10.1016/j.ijproman.2017.04.009

Lin, H., Zeng, S. X., Ma, H. Y., & Chen, H. Q. (2015). How political connections affect corporate environmental performance: the mediating role of green subsidies. Human and Ecological Risk Assessment, 21(8), 2192–2212. https://doi.org/10.1080/10807039.2015.1044937

Ling, F. Y. Y., Low, S. P., Wang, S. Q., & Lim, H. H. (2009). Key project management practices affecting Singaporean firms’ project performance in China. International Journal of Project Management, 27(1), 59–71. https://doi.org/10.1016/j.ijproman.2007.10.004

Liu, J., Zhao, X., & Li, Y. (2017). Exploring the factors inducing contractors’ unethical behavior: case of China. Journal of Professional Issues in Engineering Education and Practice, 143(3). https://doi.org/10.1061/(ASCE)EI.1943-5541.0000316

Liu, Z., Zhu, Z., Wang, H., & Huang, J. (2016). Handling social risks in government-driven mega project: An empirical case study from West China. International Journal of Project Management, 34(2), 202–218. https://doi.org/10.1016/j.ijproman.2015.11.003

Locatelli, G., Mariani, G., Sainati, T., & Greco, M. (2017). Corruption in public projects and megaprojects: There is an elephant in the room! International Journal of Project Management, 35(3), 252–268. https://doi.org/10.1016/j.ijproman.2016.09.010

Locatelli, G., Palerma, E., & Mancini, M. (2015). Assessing the economics of large Energy Storage Plants with an optimisation methodology. Energy, 83, 15–28. https://doi.org/10.1016/j.energy.2015.01.050

Lu, Y. J., Li, Y. K., Pang, D., & Zhang, Y. X. (2015). Organizational network evolution and governance strategies in megaprojects. Construction Economics and Building, 15(3), 19–33. https://doi.org/10.5130/AJCEB.v15i3.4609

Ma, H. Y., Zeng, S. X., Lin, H., Chen, H. Q., & Shi, J. J. (2017). The societal governance of megaproject social responsibility. International Journal of Project Management, 35(7), 1365–1377. https://doi.org/10.1016/j.ijproman.2017.01.012

Morris, P. W. G., & Geraldi, J. (2011). Managing the institutional context for projects. Project Management Journal, 42(6), 20–32. https://doi.org/10.1002/pmj.20271

Mosavi, A. (2014). Exploring the roles of portfolio steering committees in project portfolio governance. International Journal of Project Management, 32(3), 388–399. https://doi.org/10.1016/j.ijproman.2013.07.004

Müller, R., & Lecoeuvre, L. (2014). Operationalizing governance categories of projects. International Journal of Project Management, 32(8), 1346–1357. https://doi.org/10.1016/j.ijproman.2014.04.005

Ng, S. T., Li, T. H. Y., & Wong, J. M. W. (2012). Rethinking public participation in infrastructure projects. Proceedings of the Institution of Civil Engineers − Municipal Engineer, 165(2), 101–113. https://doi.org/10.1680/muen.11.00027

OECD. (2016). Integrity framework for public investment. OECD Public Governance Reviews. OECD Publishing. https://doi.org/10.1787/9789264251762-en

OECD. (2017). Getting infrastructure right: a framework for better governance. OECD Publishing. https://doi.org/10.1787/9789264272453-en

Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), 169–179. https://doi.org/10.1016/j.ijproman.2016.10.015

Partidário, M. R., & Coutinho, M. (2011). The Lisbon new international airport: The story of a decisionmaking process and the role of Strategic Environmental Assessment. Environmental Impact Assessment Review, 31(3), 360–367. https://doi.org/10.1016/j.eiar.2010.12.002

Peterman, A., Kourula, A., & Levitt, R. (2014). Balancing act: Government roles in an energy conservation network. Research Policy, 43(6), 1067–1082. https://doi.org/10.1016/j.respol.2013.12.007

Pinto, J. K., Slevin, D. P., & English, B. (2009). Trust in projects: An empirical assessment of owner/ contractor relationships. International Journal of Project Management, 27(6), 638–648. https://doi.org/10.1016/j.ijproman.2008.09.010

Pitsis, T. S., Sankaran, S., Gudergan, S., & Clegg, S. R. (2014). Governing projects under complexity: theory and practice in project management. International Journal of Project Management, 32(8), 1285–1290. https://doi.org/10.1016/j.ijproman.2014.09.001

Ren, X. (2017). Biggest infrastructure bubble ever? In B. Flyvbjerg (Ed.), The Oxford handbook of megaproject management (pp. 137–154). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780198732242.013.6

Sallinen, L., Ahola, T., & Ruuska, I. (2011). Governmental stakeholder and project owner’s views on the regulative framework in nuclear projects. Project Management Journal, 42(6), 33–47. https://doi.org/10.1002/pmj.20270

Sallinen, L., Ruuska, I., & Ahola, T. (2013). How governmental stakeholders influence large projects: the case of nuclear power plant projects. International Journal of Managing Projects in Business, 6(1), 51–68. https://doi.org/10.1108/17538371311291026

Shan, M., Chan, A. P., Le, Y., & Hu, Y. (2015a). Investigating the effectiveness of response strategies for vulnerabilities to corruption in the Chinese public construction sector. Science and Engineering Ethics, 21(3), 683–705. https://doi.org/10.1007/s11948-014-9560-x

Shan, M., Chan, A. P. C., Le, Y., Xia, B., & Hu, Y. (2015b). Measuring corruption in public construction projects in China. Journal of Professional Issues in Engineering Education and Practice, 141(4), 05015001. https://doi.org/10.1061/(ASCE)EI.1943-5541.0000241

Shan, M., Le, Y., Yiu, K. T., Chan, A. P., & Hu, Y. (2017). Investigating the underlying factors of corruption in the public construction sector: Evidence from China. Science and Engineering Ethics, 23(6), 1643–1666. https://doi.org/10.1007/s11948-016-9865-z

Shenhar, A., & Holzmann, V. (2017). The three secrets of megaproject success: clear strategic vision, total alignment, and adapting to complexity. Project Management Journal, 48(6), 29–46. https://doi.org/10.1177/875697281704800604

Shi, Q., Liu, Y., Zuo, J., Pan, N. X., & Ma, G. F. (2015). On the management of social risks of hydraulic infrastructure projects in China: A case study. International Journal of Project Management, 33(3), 483–496. https://doi.org/10.1016/j.ijproman.2014.06.003

Shiferaw, A. T., Klakegg, O. J., & Haavaldsen, T. (2012). Governance of public investment projects in Ethiopia. Project Management Journal, 43(4), 52–69. https://doi.org/10.1002/pmj.21280

Shrestha, A., Chan, T.-K., Aibinu, A. A., Chen, C., & Martek, I. (2017). Risks in PPP water projects in China: Perspective of local governments. Journal of Construction Engineering and Management, 143(7), 05017006. https://doi.org/10.1061/(ASCE)CO.1943-7862.0001313

Söderlund, J., Sankaran, S., & Biesenthal, C. (2017). The past and present of megaprojects. Project Management Journal, 48(6), 5–16. https://doi.org/10.1177/875697281704800602

Stoney, C., & Krawchenko, T. (2012). Transparency and accountability in infrastructure stimulus spending: A comparison of Canadian, Australian and U.S. programs. Canadian Public Administration-Administration Publique Du Canada, 55(4), 481–503. https://doi.org/10.1111/j.1754-7121.2012.00235.x

Toivonen, A., & Toivonen, P. U. (2014). The transformative effect of top management governance choices on project team identity and relationship with the organization – An agency and stewardship approach. International Journal of Project Management, 32(8), 1358–1370. https://doi.org/10.1016/j.ijproman.2014.07.001

Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382–1394. https://doi.org/10.1016/j.ijproman.2013.07.006

Toor, S.-u.-R., & Ogunlana, S. O. (2010). Beyond the ‘iron triangle’: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International Journal of Project Management, 28(3), 228–236. https://doi.org/10.1016/j.ijproman.2009.05.005

Tung, R. L. (1981). Patterns of motivation in Chinese industrial enterprises. Academy of Management Review, 6(3), 481–489. https://doi.org/10.5465/amr.1981.4285792

Ul Haq, S., Liang, C. Y., Gu, D. X., Du, J. T., & Zhao, S. P. (2018). Project governance, project performance, and the mediating role of project quality and project management risk: an agency theory perspective. Engineering Management Journal, 30(4), 274–292. https://doi.org/10.1080/10429247.2018.1503038

ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation. International Journal of Project Management, 35(8), 1658–1672. https://doi.org/10.1016/j.ijproman.2017.07.007

Vahanvati, M., & Mulligan, M. (2017). A new model for effective post-disaster housing reconstruction: Lessons from Gujarat and Bihar in India. International Journal of Project Management, 35(5), 802–817. https://doi.org/10.1016/j.ijproman.2017.02.002

van Marrewijk, A., & Smits, K. (2016). Cultural practices of governance in the Panama Canal Expansion Megaproject. International Journal of Project Management, 34(3), 533–544. https://doi.org/10.1016/j.ijproman.2015.07.004

Wang, P. (2014). Government intervention and the empowerment process: Citizen involvement in the 2010 Shanghai World Expo. Journal of Public Affairs, 14(2), 1479–1854. https://doi.org/10.1002/pa.1517

Wetzels, M., Odekerken-Schröder, G., & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. Mis Quarterly, 33(1), 177–195. https://doi.org/10.2307/20650284

World Bank. (2016). A framework for disclosure in Public-Private Partnerships. http://pubdocs.worldbank.org/en/773541448296707678/Disclosure-in-PPPs-Framework.pdf

Xie, L., Xia, B., Hu, Y., Shan, M., Le, Y., & Chan, A. P. (2017). Public participation performance in public construction projects of South China: A case study of the Guangzhou Games venues construction. International Journal of Project Management, 35(7), 1391–1401. https://doi.org/10.1016/j.ijproman.2017.04.003

Zhai, Z., Ahola, T., Le, Y., & Xie, J. (2017). Governmental governance of megaprojects: The case of Expo 2010 Shanghai. Project Management Journal, 48(1), 37–50. https://doi.org/10.1177/875697281704800103

Zhang, B., Le, Y., Xia, B., & Skitmore, M. (2017). Causes of business-to-government corruption in the tendering process in China. Journal of Management in Engineering, 33(2). https://doi.org/10.1061/(ASCE)ME.1943-5479.0000479

Zhang, Y., Gu, J., Shan, M., Xiao, Y., & Darko, A. (2018). Investigating private sectors’ behavioral intention to participate in PPP projects: An empirical examination based on the theory of planned behavior. Sustainability, 10(8), 2692. https://doi.org/10.3390/su10082692

Zhao, X., & Singhaputtangkul, N. (2016). Effects of firm characteristics on enterprise risk management: Case study of Chinese construction firms operating in Singapore. Journal of Management in Engineering, 32(4). https://doi.org/10.1061/(ASCE)ME.1943-5479.0000434

Zhao, X., Wu, P., & Wang, X. (2018). Risk paths in BIM adoption: empirical study of China. Engineering, Construction and Architectural Management, 25(9), 1170–1187. https://doi.org/10.1108/ECAM-08-2017-0169

Zhu, Y. L., Shi, Q. Q., Li, Q., & Yin, Z. M. (2018). Decision-making governance for the Hong KongZhuhai-Macao Bridge in China. Frontiers of Engineering Management, 5(1), 30–39. https://doi.org/10.15302/J-FEM-2018087

Zwikael, O., & Smyrk, J. (2015). Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), 852–862. https://doi.org/10.1016/j.ijproman.2014.10.012