Examining the effect of xenophobia on "transnational" mega construction project (MCP) success Moderating role of transformational leadership and high-performance work (HPW) practices

Purpose The purpose of this paper is to argue that modern-day xenophobia has emerged as one of the high-risk factors for transnational mega construction projects (MCP's). While research in transnational MCP's remains surprisingly under-explored, this study aimed to examine how transformational leadership (TFL) and HPW practices can still achieve MCP success despite the rise of xenophobia in the global construction industry. Design/methodology/approach This study examined survey-based sample evidence from 220 respondents including project team members (operational, quality and technical), project stakeholders (e.g. regulatory authority, subcontractors, functional managers, etc.) and project clients/sponsors. Partial least squares structural equation modeling (PLS-SEM) technique was employed to test the theoretical hypotheses and to highlight significance of a holistic and novel framework of MCP success. Findings This study's core finding unveiled a significantly negative effect of xenophobia on MCP success (ss=-0.389, t=5.574, p<0.000). Interestingly, PLS-SEM results also showed a significantly negative effect of TFL on MCP success (ss=-0.172, t=2.323, p<0.018), whereas HPW practices demonstrated a significantly positive effect on MCP success (ss=0.633, t=9.558, p<0.000). In addition, xenophobia and MCP success relationship were positively moderated by TFL (ss=0.214, t=2.364, p<0.018) and HPW practices (ss=0.295, t=3.119, p<0.002), respectively. Originality/value This study is first to provide an empirically grounded model of MCP success that collectively examines the role of xenophobia, TFL and HPW practices. This research has developed practical references for transnational construction companies in strategic planning and management of MCP's.