A framework for utilizing “social responsibility” behaviors in resolving conflicts arising in megaprojects

Purpose A major component of megaproject management involves the avoidance, de-escalation and resolution of social conflict. This study develops a coherent framework that identifies the fragmental and diversified aspects of social conflict that arise in megaprojects, along with remediation through social responsibility behavioral strategies. Design/methodology/approach The study applies an ethnography-inspired case study using unstructured interviews, observations and archival documents for expert-based data collection, while framework analysis reinforced by a novel “telescopic causal chain analysis” approach, enabling the integration of micro-level insights into systemic governance implications. Findings The findings provide solutions to resolving megaproject social responsibility (MSR) behavior-related social conflicts in megaprojects. This problem-solution dynamic stems from methodological behaviors (i.e. relation and actions) of 28 factors that are identified, across five interrelated themes: concept, organize, structure, linkage and model. Originality/value This is a pioneering study that exposes the fragmental and diversified aspects of social conflict by examining the MSR behavior for megaproject leaders, and thereby informs the way forward in better resolving the many and deeply entrenched competing interests and claims that frequently arise throughout the process of megaproject delivery.