From high-speed rail systems to large-scale energy and water infrastructures, modern megaprojects carry immense expectations and equally significant challenges. Their complexity can generate cascading social, environmental, and governance issues that extend far beyond project boundaries. While innovation is essential to overcoming technical obstacles and improving performance, traditional models tend to prioritize efficiency and engineering metrics over ethical considerations, community concerns, and long-term ecological impacts. This imbalance has led to costly setbacks and public debates worldwide. Due to these challenges, there is a pressing need to explore how responsible innovation principles can be systematically embedded into the design and management of megaprojects.
A research team from Nanjing Audit University, Guangzhou University, Ningbo University of Finance and Economics, and Western Sydney University has developed a new approach to addressing the social and environmental complexities of megaprojects. Published (DOI: 10.1007/s42524-025-4071-9) on January 23, 2025, in Frontiers of Engineering Management, the study introduces the concept of Megaproject Responsible Innovation (MRI)—a structured methodology that incorporates ethical reflection, stakeholder participation, and adaptive decision-making into innovation practices. The framework seeks to bridge the gap between technological achievement and evolving societal expectations in large-scale infrastructure development.
The study defines MRI as a continuous, foresighted process that integrates responsibility into every phase of a megaproject, from conceptualization and design to construction and long-term operation. The framework is built around four interconnected pillars. Anticipation enables project teams to identify potential environmental, ethical, and societal risks before they escalate into critical issues. Inclusion recognizes megaprojects as dynamic innovation ecosystems shaped by the interactions of engineers, contractors, policymakers, communities, and regulators, whose collaboration—or competition—directly influences innovation outcomes. Reflexivity encourages innovators to examine underlying assumptions and institutional biases, ensuring that decisions align with public values rather than narrow technical objectives. Responsiveness empowers organizations to adapt strategies as societal expectations, scientific insights, and policy environments evolve, minimizing the risk of technological lock-ins or late-stage disputes. To operationalize these principles, the researchers propose an ecological governance model that conceptualizes megaproject innovation as an interconnected ecosystem composed of “key niche members” such as owners, designers, and contractors, alongside “extended niche members” including government agencies, regulators, and civil society groups. This approach strengthens risk mitigation, enhances transparency, and promotes innovation pathways that support long-term social and environmental sustainability.
According to the authors, the success of future megaprojects will depend not only on engineering excellence but also on their ability to reflect societal values and ethical considerations. “Technological progress must be aligned with public expectations,” they emphasize, noting that the MRI framework offers practical guidance for navigating competing interests, avoiding ethical blind spots, and fostering greater trust among stakeholders. By integrating anticipation, inclusion, reflexivity, and responsiveness, the MRI model helps project teams make informed decisions that balance innovation with social responsibility and environmental care.
The MRI framework and ecological governance model provide policymakers, industry leaders, and engineering teams with actionable tools to redesign innovation processes in major infrastructure projects. These approaches can reduce environmental risks, enhance stakeholder communication, and strengthen social legitimacy—crucial elements in an era of heightened public scrutiny. By embedding responsible innovation principles into decision-making, megaprojects can better balance economic objectives with long-term societal and ecological wellbeing. Looking ahead, this research lays the foundation for a new generation of megaprojects that are not only technologically advanced but also ethically governed, socially trusted, and capable of adapting to future challenges.
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References
DOI
10.1007/s42524-025-4071-9
Original Source URL
https://doi.org/10.1007/s42524-025-4071-9
Funding information
This study was supported by National Natural Science Foundation of China (Grant No. 72271126), Major Project of Natural Science Foundation of Jiangsu Education Department, China (Grant No. 22KJA630001), Qinglan Project of Jiangsu Province, Postgraduate Research & Practice Innovation Program of Jiangsu Province, China (Grant No. SJCX23_0988), and Innovation Ability Training Program for Postgraduate Students of Guangzhou University, China (Grant No. 2022GDJC-D04).
About Frontiers of Engineering Management (FEM)
Frontiers of Engineering Management (FEM) is an international academic journal supervised by the Chinese Academy of Engineering, focusing on cutting-edge management issues across all fields of engineering. The journal publishes research articles, reviews, and perspectives that advance theoretical and practical understanding in areas such as manufacturing, construction, energy, transportation, environmental systems, and logistics. FEM emphasizes methodologies in systems engineering, information management, technology and innovation management, as well as the management of large-scale engineering projects. Serving both scholars and industry leaders, the journal aims to promote knowledge exchange and support innovation in global engineering management.