Power and trust in hybrid megaproject governance: its impacts on megaproject performance
Binchao Deng, Gongquan Huang, Xiaojiao Wu, Zhenghong WuPurpose
This study addresses the persistent challenges of power asymmetry and fragmented trust networks in megaprojects, which significantly impair operational performance. It investigates how power structures (coercive/non-coercive) and trust dimensions (relationship/competence) interact within hybrid governance frameworks to influence governance outcomes.
Design/methodology/approach
Drawing on empirical data from 376 validated questionnaires distributed among megaproject practitioners, this study employed partial least squares structural equation modeling (PLS-SEM) to analyze the interdependencies between power dynamics, trust mechanisms and performance outcomes.
Findings
The analysis reveals that relational and competence-based trust mechanisms significantly mitigate performance declines caused by the application of power by project owners. Notably, while both coercive and non-coercive power strategies enhance trust cultivation, non-coercive approaches prove more effective than coercive ones. Furthermore, non-coercive power indirectly optimizes owner–contractor decision-making alignment via dual trust pathways, whereas competence trust exerts a stronger mediating role under coercive power regimes. This indicates context-dependent trust utility in governance frameworks.
Originality/value
This research introduces a dual-axis analysis of power-trust interdependencies in megaproject governance, offering actionable strategies for optimizing collaboration in capital-intensive projects. The empirically validated framework advances theoretical insights and provides practitioners with scalable tools to manage complex stakeholder dynamics.