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Megaprojects exert a significant impact on sustainable development, and it is imperative for stakeholders to collectively ensure their development occurs in a socially responsible manner. While there has been a growing focus on the involvement of megaprojects in social responsibility, scant attention has been given to understanding the collective actions of stakeholders in implementing social responsibility within these projects. Specifically, the institutional mechanism leading megaproject stakeholders to engage in socially responsible collective action is largely unexplored. To fill this gap, this study primarily aims to explore the institutional antecedents influencing socially responsible collective action in megaprojects.

Drawing on institutional theory, this study empirically examines the factors influencing socially responsible collective action in megaprojects. An online questionnaire survey was administered to collect data from 365 participants engaged in mega water transfer projects in China. The data analysis employed the partial least squares structural equation modeling technique.

The findings from the partial least squares analyses indicate that coercive isomorphism, mimetic isomorphism, and normative isomorphism all demonstrate positive associations with stakeholders’ intention to engage in socially responsible collective action. Moreover, the findings also show a positive correlation between stakeholders’ intention and their behavior in participating in socially responsible collective action within megaprojects. Additionally, coercive isomorphism positively moderates the connection between mimetic isomorphism and the intention to engage in SRCA, while negatively moderates the relationship between normative isomorphism and the intention to undertake socially responsible collective action.

This study enriches the existing body of knowledge by identifying coercive, mimetic, and normative isomorphism as antecedents to adopting socially responsible collective action in megaprojects. Furthermore, the study enhances our comprehension by demonstrating that stakeholders’ intention to fulfill social responsibility translates into tangible actions. The implications and recommendations provided shed light on how various types of institutional isomorphism can be used to encourage stakeholders to embrace socially responsible collective action in megaproject management.

Megaprojects have large impact on the environment and stakeholders should take collective action to ensure that these projects are developed in a socially responsible manner. Hitherto, it is not known whether group and subjective norms and social identity could compel stakeholders to take socially responsible collective actions in megaprojects. The aim of this study is to design and test a model to boost stakeholders' intention to take socially responsible collective action in the context of mega water transfer projects in China.

A quasi-experimental causal research design was adopted to establish cause–effect relationships among the dependent variable (we-intention) and independent variables (subjective norms, group norms, social identity and desire). This study adopts the belief–desire–intention model and social influence theory to empirically investigate how to boost the stakeholders' intention to participate in socially responsible collective action. An online questionnaire survey was conducted and data was collected from 365 respondents who were involved in mega water transfer projects in China. The partial least squares structural equation modeling technique was employed to analyze the data.

The results from partial least squares analyses indicate that the presence of subjective norms, group norms and social identity (collectively known as social influence process) could increase stakeholders' intention to take socially responsible collective action. In addition, the desire to be socially responsible also boosts stakeholders' intention to take collective action. Desire partially mediates the relationship between social influence process and intention to take socially responsible collective action.

This study adds to existing knowledge by discovering social influence process as an antecedent to taking socially responsible collective action in megaprojects. Strong group norms and subjective norms could propel stakeholders to be more socially responsible. The study also adds to knowledge by discovering that stakeholders' desire to fulfill social responsibility also leads them to take concrete actions. Implications and recommendations are provided on how to manipulate different types of social influence processes to facilitate stakeholders to adopt socially responsible collective action in the process of managing megaprojects.

This study aims to explore the relationship between facilities managers’ human values, organizational pride and work outcomes, with the aim of discovering ways to boost their work outcomes.

A two-pronged research design comprising an online survey followed by in-depth interviews was adopted. Partial least square structural equation modeling (PLS-SEM) was used to model the data.

All 18 human values and 7 organizational pride emotions are present to a significant extent in facilities managers. The PLS-SEM showed that human values positively affect work outcomes of facilities managers significantly. In addition, work outcomes are further boosted when organizational pride is present.

The degree of human values that an individual possesses may not be easily measured using a five-point Likert scale as there might be social desirability bias.

The implication is that organizations should select and hire facilities managers with high human values and introduce programs and initiatives to improve facilities managers’ organizational pride as these lead to higher work outcomes. Some recommendations on how to achieve these are provided.

The findings extend existing knowledge by empirically showing the mediating influence of organizational pride on the relationship between human values and facilities managers’ work outcomes. When organizational pride is present, work outcomes of facilities managers is boosted.