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The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Proper identification of the key motivating factors (or key drivers) is needed to ensure successful adaption and implementation of the lean concept for construction projects. However, there lacks a study investigating the complex interrelationships existing among the key drivers contributing to Sustainable and Successful Lean Construction (SSLC) implementation for such projects. To address this shortcoming, this study aims to uncover the main critical key drivers towards the implementation of SSLC for the very first time by capturing the complexity of this vexing problem.

In this study, a new hybrid framework is developed through the integration of Decision-Making Trial and Evaluation Laboratory (DEMATEL) and Social Network Analysis (SNA). The novel developed framework is called the DSNA approach.

Considering the case of Malaysian construction projects, the developed DSNA gives the following major outcomes: (1) Most important critical key drivers are seen to be optimization, continuous improvement, and, improve company culture, and (2) For SSLC adoption, the critical drivers impacting other key drivers are seen to be “improve teamwork”, “reduce leadership conflict”, and “improve company culture”, thereby demanding more attention.

The outcomes of this study give insight for decisions and policymakers in the construction industry regarding critical key drivers and their complex interrelationships towards the further adoption of SSLC, promoting the sustainability paradigm within the respective sector.

This paper not only presents a list of critical drivers and the corresponding association among them towards SSLC adoption, but also proposes DSNA as a novel approach for uncovering the complex interrelationship existing in an intricate problem, improving the intricate process of decision-making.