How safety value is exchanged in Chinese modern megaprojects: A stakeholder value network perspective

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.

Keywords

• Megaproject
• Organizational safety behavior
• Stakeholder value network (SVN)
• Safety value exchange