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In the construction industry, various parties are involved in a project. Consequently, claims and disputes are inevitable in this industry. This paper aims to develop Integrated project delivery (IPD) practices including early involvement of stakeholders and multiparty contracts which its combination with advanced technologies such as blockchain can lead to better dispute management and improve the whole construction process.

Based on literature review, the alternative dispute resolution (ADR) for IPD contacts were identified, and three formats of IPD contracts were selected, and the dispute resolution process of them has been analyzed. Then, based on blockchain review, a conceptual blockchain-based dispute management (BDM) model was generated for ADR in IPD. Model validation was done by an interview. Experts were asked to compare the BDM model with the traditional system regarding the ADR duration.

Analyses of the collected data from the experts demonstrated that the BDM model has better function in terms of time and cost for ADR process when the project is facing serious and considerable number of disputes. The relation between blockchain technology (BCT) and building information modeling (BIM) has been examined through a framework, and the ability of the proposed model for administrating dispute resolution process has been verified using four different scenarios of construction claims that show the system can run successfully.

The current study proposes a truthful model, reliable framework to address the problem of project dispute management in IPD contracts. The system combines the ability to being unchangeable and the reliability characteristics of BCT with informative and automation aspects of BIM together to improve dispute resolution issue in the IPD system.

The purpose of this paper is to explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.

The paper applies a case study approach and uses Lundin and Söderholm's (1995) framework of the temporary organization (with the themes of time, task, team and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.

This paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.

Project managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.

The findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment but there is also a mixture of temporary and permanent aspects of organizing within project organizations.

Risks are considered a significant obstacle to Green Building (GB) development and have recently received significant attention from both construction practitioners and academics. This study aimed to identify critical GB risks and explore the relationship between participants' characteristics and risk assessment.

Firstly, a list of GB risks was developed based on a comprehensive literature review and interviewing GB experts. After that, a survey of 207 construction professionals was then conducted to validate these GB risk factors. Finally, this research adopted the ANOVA test and hierarchical regression analysis to examine the relationship between participants' characteristics and risk assessment.

The results provided a list of GB risks classified and evaluated according to the GB project life cycle and, thus, may serve as a helpful reference for GB practitioners. Notably, the ANOVA analysis revealed that risk assessment negatively correlates with participants' GB experience, while their industry experience does not affect risk assessment. Furthermore, the hierarchical regression analysis proved that participant roles do not moderate the association between risk assessment and GB experience.

This study contributed to GB literature by implementing empirical research on GB risks in a developing country. The results implied the essential role of professionals with rich GB experience in risk management in GB projects. Furthermore, this research could help construction practitioners understand GB risks adequately and thereby have better risk-management strategies for future GB projects.

The main purpose of this study is to investigate the effect of learning culture and knowledge sharing (KS) on organizational effectiveness (OE). This study also proposed to investigate the role of employee competency in organizational success.

This study is based on the primary and secondary sources of data. The primary data comprises 392 responses from different information technology firms located in India, whereas secondary sources are based on journals, reports, company manuals, etc. The data was analyzed in partial least square-structural equation modeling using SMART-PLS 3.3 software.

This study confirms the conceptual model with the collected data. The key contributors to the model are organizational learning culture (OLC), KS, employee competencies (EC) and OE. The OLC and KS are the independent variables, and OE is the dependent variable, whereas the EC is the mediating variable in the research model. The findings reveal that there is a significant OLC on KS, EC and OE. Likewise, the relationship between KS and OE is also significant. The mediation analysis confirms the EC is significant for the relationships. However, the mediating effects of KS on the relationship between OLC and EC are not significant in this research.

An effective learning culture that leads to an increase in KS activities eventually enhances EC and promotes OE. It indicates that strengthening the learning culture will result in the promotion of knowledge sharing, and it is obvious that the employees’ competencies will increase when the employee is skilled and knowledgeable.

With references to different theories, this study provides an integrated model that shows the relationships between OLC, KS, EC and OE. By strengthening the OLC and KS, this relationship is benevolent to the success of the organization. The created framework paves the way for scholars to further explore insights from inside each component.