Purpose　This　study　investigates　the　impact　of　network　positions　on　inter-team　conflicts　and　project　success　in　megaprojects.　Design/methodology/approach　Network　position　is　measured　with　centrality　and　structural　holes.　Substantive　conflict　and　affective　conflict　reflect　inter-team　conflicts.　A　questionnaire　survey　was　implemented　in　Chinese　megaprojects,　and　309　valid　questionnaires　were　collected.　The　data　were　analyzed　using　structural　equation　modeling　and　bootstrapping　methods.　Findings　The　results　show　that　centrality　negatively　impacts　project　success,　while　the　presence　of　a　team　in　a　structural　hole　has　no　significant　impact　on　project　success.　Centrality　is　negatively　related　to　substantive　conflict　and　is　positively　related　to　affective　conflict.　The　team　in　a　structural　hole　has　a　positive　effect　on　substantive　conflict　and　a　negative　effect　on　affective　conflict.　Substantive　conflict　and　affective　conflict　have　positive　and　negative　effects　on　project　success,　respectively.　The　effect　of　network　position　on　project　success　is　mediated　by　inter-team　conflict.　Research　limitations/implications　This　research　provides　a　reference　for　megaproject　managers　to　better　conduct　network　governance,　manage　inter-team　conflict,　and　successfully　manage　projects.　The　study　did　not　investigate　the　effects　of　changes　in　teams＇　network　positions　on　project　success.　Future　research　should　explore　this　facet　of　megaprojects.　Originality/value　This　research　adds　to　existing　research　on　network　position,　and　reveals　that　project　network　governance　is　important　for　megaproject　success.　This　provides　a　new　direction　for　megaproject　management.　Furthermore,　the　results　validate　constructive　and　non-constructive　roles　and　the　mediating　role　of　inter-team　conflict.　This　complements　the　literature　on　conflict　management,　providing　a　reference　for　megaproject　managers　when　managing　inter-team　conflict.