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<p>Megaprojects frequently face cost overruns, delays, and inefficiencies due to their complexity and multi-stakeholder dynamics. As large-scale infrastructure projects with significant economic and social impacts, they demand innovative solutions to enhance performance and sustainability. Lean Construction (LC) offers a promising approach to achieving these goals, yet its adoption remains limited by various barriers. While prior studies have identified Critical Success Factors (CSFs), there is a lack of robust statistical validation on how these factors mitigate LC adoption challenges. To address this gap, this study employs a sequential mixed-methods approach integrating a systematic literature review to identify preliminary factors, followed by semi-structured interviews with industry experts to refine and validate these factors. A structured questionnaire was then administered to 379 construction professionals involved in megaprojects in China to gather quantitative data. Finally, Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to examine the causal relationships between CSFs and LC Barriers (LCBs). Results show that CSFs significantly reduce LCBs, with Strategic Leadership (β = 0.243), Resource and Knowledge Availability (β = 0.193), and Process Improvement (β = 0.188) being most influential. The model demonstrates acceptable explanatory power (R<sup>2</sup> = 0.263), predictive relevance (Q<sup>2</sup> = 0.252), and effect size (F<sup>2</sup> = 0.356). This study provides the first empirically validated framework linking success factors with LC adoption barriers, offering actionable strategies for more effective implementation in complex project environments.</p>

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Bridging barriers to lean construction adoption in megaprojects: a data-driven contribution to sustainable development using SEM

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年6月3日

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  • Abdelazim Ibrahim,
  • Tarek Zayed,
  • Zoubeir Lafhaj

摘要

Megaprojects frequently face cost overruns, delays, and inefficiencies due to their complexity and multi-stakeholder dynamics. As large-scale infrastructure projects with significant economic and social impacts, they demand innovative solutions to enhance performance and sustainability. Lean Construction (LC) offers a promising approach to achieving these goals, yet its adoption remains limited by various barriers. While prior studies have identified Critical Success Factors (CSFs), there is a lack of robust statistical validation on how these factors mitigate LC adoption challenges. To address this gap, this study employs a sequential mixed-methods approach integrating a systematic literature review to identify preliminary factors, followed by semi-structured interviews with industry experts to refine and validate these factors. A structured questionnaire was then administered to 379 construction professionals involved in megaprojects in China to gather quantitative data. Finally, Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to examine the causal relationships between CSFs and LC Barriers (LCBs). Results show that CSFs significantly reduce LCBs, with Strategic Leadership (β = 0.243), Resource and Knowledge Availability (β = 0.193), and Process Improvement (β = 0.188) being most influential. The model demonstrates acceptable explanatory power (R2 = 0.263), predictive relevance (Q2 = 0.252), and effect size (F2 = 0.356). This study provides the first empirically validated framework linking success factors with LC adoption barriers, offering actionable strategies for more effective implementation in complex project environments.