work system synergy and project performance in oil and gas construction: a contingency and dynamic capabilities perspective

Notwithstanding decades of research on project integration, limited empirical evidence exists on how internal coordination mechanisms influence performance outcomes in complex, project-based environments, particularly within developing economies. this study addresses this gap by examining how administrative integration and synergistic alignment- two dimensions of work system synergy impact project operational performance in the oil and gas construction sector. drawing on the contingency and dynamic capabilities theories, the study develops and tests a conceptual model that links integration mechanisms to executional outcomes such as project timeliness, cost efficiency, and stakeholder satisfaction. survey data were obtained from 33 oil and gas construction projects firms in nigeria, and partial least squares structural equation modelling (pls-sem) was used to test the hypothesized relationships. findings indicate that both administrative integration and synergistic alignment positively influence project operational performance. these results highlight the role of integration as an adaptive and reconfigurable capability that enables firms to manage complexity and uncertainty effectively. this study contributes to project and operations management literature by extending the understanding of how internal integration strategies function as dynamic capabilities in resource-constrained, project-based environments. it also offers practical implications for managers seeking to improve executional outcomes through coordinated governance and aligned workflows.