Exploring the missing link between top management team characteristics and megaproject performance

Le Yun · Jingyuan Wan · Ge Wang · Ju Bai · Bing Zhang

35 citations0/0 files storedEngineering Construction & Architectural Management

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Construction Project Management and Performance Human Resource and Talent Management Team Dynamics and Performance

Abstract

Purpose The purpose of this paper is to analyze the relationship between the demographic characteristics of top management teams (TMTs) (i.e. age, gender, administrative level, senior management experience and educational background) and megaproject performance, with respect to schedule, cost, quality, safety and technological innovation. The results shed new light on the effectiveness of different types of TMT. Design/methodology/approach This paper collected secondary and objective data from 208 TMT members in 42 megaprojects and employed hierarchical regression analysis to test the research hypotheses. Findings The findings revealed that age has a significant influence on schedule performance; gender has a significant influence on safety performance; senior management experience has a significant influence on cost performance; and educational background has a significant influence on both schedule and technological innovation performance. However, this study did not find evidence of a significant relationship between the administrative level and megaproject performance. Research limitations/implications This paper mainly focused on China’s megaprojects, most of which are globally influential (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), however this sampling approach still limits the generalizability of research findings to other contexts. Originality/value The results of this paper contribute to a better understanding of how management team capabilities translate into better project achievements. This paper also provides implications on the criteria for selecting top megaproject managers to optimize the composition of the TMT and realize better performance.

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References

1984Upper Echelons: The Organization as a Reflection of Its Top Managers 2007Upper Echelons Theory: An Update 1989Top management and innovations in banking: Does the composition of the top team make a difference?1992TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE.2003Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.2004Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition 2014What you Should Know about Megaprojects and Why: An Overview 2012Does female representation in top management improve firm performance? A panel data investigation

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