• Energy Research

Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

Considering the cooperative relationship between owners and contractors in sustainable construction projects, as well as the synergistic effects created by cooperative behaviors, a cooperative incentive model was developed using game theory. The model was formulated and analyzed under both non-moral hazard and moral hazard situations. Then, a numerical simulation and example were proposed to verify the conclusions derived from the model. The results showed that the synergistic effect increases the input intensity of one party’s resource transfer into the increase of marginal utility of the other party, thus the owner and contractor are willing to enhance their levels of effort. One party’s optimal benefit allocation coefficient is positively affected by its own output efficiency, and negatively affected by the other party’s output efficiency. The effort level and expected benefits of the owner and contractor can be improved by enhancing the cooperative relationship between the two parties, as well as enhancing the net benefits of a sustainable construction project. The synergistic effect cannot lower the negative effect of moral hazard behaviors during the implementation of sustainable construction projects. Conversely, the higher levels of the cooperative relationship, the wider the gaps amongst the optimal values under both non-moral hazard and moral hazard situations for the levels of effort, expected benefits and net project benefits. Since few studies to date have emphasized the effects of cooperative relationship on sustainable construction projects, this study constructed a game-based incentive model to bridge the gaps. This study contributes significant theoretical and practical insights into the management of cooperation amongst stakeholders, and into the enhancement of the overall benefits of sustainable construction projects.

Considering the cooperative relationship between owners and contractors in sustainable construction projects, as well as the synergistic effects created by cooperative behaviors, a cooperative incentive model was developed using game theory. The model was formulated and analyzed under both non-moral hazard and moral hazard situations. Then, a numerical simulation and example were proposed to verify the conclusions derived from the model. The results showed that the synergistic effect increases the input intensity of one party’s resource transfer into the increase of marginal utility of the other party, thus the owner and contractor are willing to enhance their levels of effort. One party’s optimal benefit allocation coefficient is positively affected by its own output efficiency, and negatively affected by the other party’s output efficiency. The effort level and expected benefits of the owner and contractor can be improved by enhancing the cooperative relationship between the two parties, as well as enhancing the net benefits of a sustainable construction project. The synergistic effect cannot lower the negative effect of moral hazard behaviors during the implementation of sustainable construction projects. Conversely, the higher levels of the cooperative relationship, the wider the gaps amongst the optimal values under both non-moral hazard and moral hazard situations for the levels of effort, expected benefits and net project benefits. Since few studies to date have emphasized the effects of cooperative relationship on sustainable construction projects, this study constructed a game-based incentive model to bridge the gaps. This study contributes significant theoretical and practical insights into the management of cooperation amongst stakeholders, and into the enhancement of the overall benefits of sustainable construction projects.

Mega sustainable construction projects (MSCPs) require complex system engineering. There are various indicators available to evaluate sustainable construction, and it is difficult to determine which the key indicators are among them. Existing studies do not adequately consider the stakeholders associated with the indicators of sustainable construction, leading to key decision-makers’ lack of targeted management strategies to improve the sustainability level of MSCPs. Using literature analysis and expert interviews, this study identified the key evaluation indicators of MSCPs from a stakeholder-network perspective. Social network analysis (SNA) was used to explore the relationships between the key evaluation indicators and corresponding stakeholders. The results showed that the government and designers significantly impacted other stakeholders and played as the key stakeholders in MSCPs. Regarding the indicators, applying energy-saving and intelligent technologies plays a key role in the MSCPs. This study links key indicators of MSCPs with the associated stakeholders, which helps decision-makers to develop targeted strategies to improve the sustainability level of MSCPs, thereby not only improving the efficiency and effectiveness of the intervention strategies, but also helping to save decision-makers’ monetary and human resources which are usually limited.

Mega sustainable construction projects (MSCPs) require complex system engineering. There are various indicators available to evaluate sustainable construction, and it is difficult to determine which the key indicators are among them. Existing studies do not adequately consider the stakeholders associated with the indicators of sustainable construction, leading to key decision-makers’ lack of targeted management strategies to improve the sustainability level of MSCPs. Using literature analysis and expert interviews, this study identified the key evaluation indicators of MSCPs from a stakeholder-network perspective. Social network analysis (SNA) was used to explore the relationships between the key evaluation indicators and corresponding stakeholders. The results showed that the government and designers significantly impacted other stakeholders and played as the key stakeholders in MSCPs. Regarding the indicators, applying energy-saving and intelligent technologies plays a key role in the MSCPs. This study links key indicators of MSCPs with the associated stakeholders, which helps decision-makers to develop targeted strategies to improve the sustainability level of MSCPs, thereby not only improving the efficiency and effectiveness of the intervention strategies, but also helping to save decision-makers’ monetary and human resources which are usually limited.

The process of prefabrication housing production (PHP) has been inevitably faced with diverse challenges. A number of factors affect the successful implementation of PHP. However, the critical success factors (CSFs) remain unrevealed. This paper aims to examine the CSFs for the planning and control of PHP projects. A total of 23 factors were identified as a result of literature review, in-depth interviews and pilot studies with experts in the construction industry. A questionnaire survey was conducted with designers, manufacturers, and contractors in China. The result showed that the top five CSFs were: (1) designers’ experience of PHP, (2) manufacturer’s experience of PHP, (3) project manager’s ability to solve problems, (4) maturity of techniques used in the detailed design phase, and (5) persistent policies and incentives. The 23 CSFs were further categorized into five groups via exploratory factor analysis, namely: (1) technology and method, (2) information, communication and collaboration, (3) external environment, (4) experience and knowledge, and (5) competence of the project manager. In particular, “technology and method” played the dominant role. This study contributes to the existing body of knowledge via a holistic approach covering the key actors of PHP such as designers, manufacturers as well as contractors to examine CSFs of PHP. These findings provided designers and project managers with a useful set of criteria for the effective project planning and control of PHP and facilitated the successful implementation PHP.