As one of the emerging research fields of sustainability management, Organizational Citizenship Behavior (OCB), especially its influence on project performance, has been drawing increased attention both in the academic and industrial areas. Nevertheless, existing studies mainly examine the static relationship between OCB and project performance but fail to explore the dynamic characteristic of the relationship as a project may evolve and proceed over the time. Therefore, this paper aims to evaluate the dynamic impacts of OCB on the performance of megaprojects with the assistance of a system dynamic model. Four causal feedback loops and a stock-flow diagram were developed to illustrate the dynamic influencing mechanism, and three distinct policies quantitatively simulated the possible impacts arising from the changes of OCB on the whole system and, specifically, on the performance megaproject. The results show that an increase in the AIRPP (actual increasing rate of potential promotion) exerts significant influence on the improvement in OCB and the performance of megaprojects. The higher the AIRPP in the multi-policy scenario, the higher the OCB and the performance. One major contribution is that this study is one of the first studies to explore the potential use of system dynamics to model megaproject organizational behavior and its performance with implications in both the practical and cultural promotion of OCB.
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