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Available studies on anticorruption practices in the construction industry are exploratory with a very limited theoretical basis. This paper aims to provide a solid theoretical foundation to examine situational factors that influence the corruption intentions of individuals and organizations in the construction industry.

This paper conducts a systematic literature review to synthesize construction management literature that suggests anticorruption practices. The identified practices are then examined using two theoretical frameworks: the fraud diamond theory and Lange’s corruption control framework.

The results of this research demonstrate how the four elements of the fraud diamond theory may trigger corrupt behavior in construction projects. The results also highlight conceptual distinctions among different means of corruption controls based on Lange’s corruption control framework. In addition, the findings of this research suggest that anticorruption practices should address (1) the incentives to act corruptly, (2) the normative means of corruption control, (3) the internal means of preventing corruption and (4) the shift in organizational culture.

This paper departs from prior research on corruption in construction projects by (1) identifying a large spectrum of anticorruption practices, (2) presenting a detailed theoretical interpretation of these practices and (3) viewing anticorruption practices as multidimensional constructs, which, in turn, leads to novel ways of examining these practices in construction projects.

Although the literature is clear on what comprises effective project stakeholder management, communication between key stakeholders and project managers is often ineffective. Research is silent on stakeholders' insufficient knowledge of project management terminology, which is a barrier for such effective communication. This paper aims to identify the project management concepts that key stakeholders should understand to improve effective communication.

This paper employs a three-step research design. In the first step, based on threshold concept theory, the authors identify the key project management concepts through interviews with 20 project management practitioners, trainers and trainees. In the second step, the authors confirm the findings from the first step and identify effective approaches to enhance project stakeholders' communication through seven additional interviews with project stakeholders. In the third step, the authors construct a functional model of the research findings by employing a system-level modeling tool.

This research identifies five project management threshold concepts (TC) that are challenging for project stakeholders to understand (1) project benefits, (2) the iron triangle, (3) the critical path, (4) uncertainty and (5) project leadership. Following these knowledge barriers, the paper proposes unique approaches to develop effective project stakeholder communication.

This paper advances project stakeholder management research by identifying knowledge barriers and providing project managers with more effective approaches to better engage with their stakeholders.