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We examine the relationships among leader spirituality, organizational innovativeness, transformational leadership style and project success. Integrating principles of behavioral learning and social learning theories, we argue that spiritual leadership style is positively linked to project success, and this relationship is mediated by transformational leadership. Furthermore, the relationship between leader spirituality and transformational leadership is moderated by organizational innovativeness.

Data are collected from 180 individuals working in seven large project-based organizations from the telecom sector in Pakistan. The individuals comprise engineers, functional managers, dedicated project managers and individuals who have led and/or worked in project teams. Data are analyzed using variance-based structural equation modeling.

Results suggest that the relationship between spiritual leadership style and project success is positive and is partially mediated by transformational leadership. Furthermore, organizational innovativeness positively moderates the spiritual leadership and transformational leadership relationship.

Research calls for examining the relationship between leadership styles and project success. We address this call through examining the role of spiritual leadership style (which is rather ignored in project management literature) for project success. Furthermore, we take a novel evolutionary approach of integrating different leadership styles and indicating determinants as well as contingencies to leadership development.

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.

Seven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.

Emergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

As the foundation of social and economic development, infrastructure development projects are characterized by large initial investment, high technical requirements and thus generally delivered through complex contractor–subcontractor collaboration chains. This study aims to characterize the complexity of collaborative networks between contractors and subcontractors for infrastructure development through comparing the structural characteristics and the formation mechanisms of contractor–subcontractor collaborative networks for the following two different types of infrastructure: public works (PWCN) owned and operated by government agencies, and public utilities (PUCN) owned and operated by nongovernment agencies.

Based on the method of stochastic actor-oriented models and the longitudinal dataset of National Quality Award Projects in China during 2001–2020, this study compares how the structural characteristics of project-based collaborative networks between contractors and subcontractors for the two types of projects are different and how related micro-mechanisms, including both structure-based endogenous network effects and attribute-based exogenous homophily effects (institutional, organizational and geographical homophily), collectively underpin the formation of the networks.

The empirical results provide evidence that while the two networks are both characterized by relatively low levels of network density, PWCN is more globally connected around a minority of superconnected contractors as compared with PUCN. The results further reveal that compared with PUCN, the formation of PWCN is more significantly related to the structure-based anti in-isolates effect, suggesting that PWCN is more open for new entrant subcontractors. With regard to the attribute-based homophily effects, the results provide evidence that while both significantly and positively related to the effects of organizational (same company group) and geographical homophily (same location), the formation of PWCN and PUCN is oppositely driven by the institutional homophily effect (same ownership type).

As an exploratory effort of using network perspective to investigate the formation mechanisms of contractor–subcontractor relationships in the infrastructure development domain, this study contributes to a network and self-organizing system view of how contractors select subcontractors in different types of infrastructure projects. The study also provides insights into how contractor–subcontractor collaborative relationships can be better manipulated to promote the development of complex infrastructure in different contexts.

Green innovation (GI) in megaprojects has become a significant research topic that attracts both megaproject management scholars' and practitioners' attention. Green transformational leadership (GTL) is acknowledged as an important antecedent to GI in the permanent context. However, limited research investigates the mechanism and condition of how GTL effectively affects GI in the temporary (i.e. megaproject) context. This study seeks to examine the mechanism and condition of GTL in improving GI by assessing the mediating role of green knowledge sharing (GKS) and the moderating effect of innovation climate (IC).

Regression analysis was performed on data obtained from 303 experts who have been involved in megaprojects.

GTL has a significant positive impact on two aspects of GI, including green product innovation (GPDI) and green process innovation (GPCI). Besides, GKS mediates the relationship between GTL and the two aspects of GI. Moreover, IC plays a significantly positive moderating role in the relationship between GTL and GKS and the relationship between GKS and the two aspects of GI.

This study adds knowledge to the theory and practice by unveiling the “black box” between GTL and GI in the temporary (i.e. megaproject) context. First, this study extends the continuing discussion on the direct effect of GTL on GI to the temporary (i.e. megaproject) context. Second, this study facilitates the understanding of the mechanism to generate better GI performance considering the mediating role of GKS and the moderating effect of IC in the temporary (i.e. megaproject) context. The results can illuminate megaproject practitioners on generating better GI performance.

Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.

A questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.

The results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.

Due to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.

In this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.

This study aims to modify the human factors analysis and classification system (HFACS) to make it suitable for collapse accident analysis in construction. Based upon the modified HFACS, distribution patterns of causal factors across multiple levels were discerned among causal factors of various stakeholders at construction sites. It explored the correlations between two causal factors from different levels and further determined causation paths from two perspectives of level and stakeholder.

The main research framework consisted of data collection, coding and analysis. Collapse accident reports were collected with adequate causation information. The modified HFACS was utilized for coding causal factors across all five levels in each case. A hybrid approach with two perspectives of level and stakeholder was proposed for frequency analysis, correlation analysis and path identification between causal factors.

Eight causal factors from external organizations at the fifth level were added to the original HFACS. Level-based correlation analyses and path identification provided safety managers with a holistic view of inter-connected causal factors across five levels. Stakeholder-based correlation analyses between causal factors from the fifth level and its non-adjacent levels were implemented based on client, government and third parties. These identified paths were useful for different stakeholders to develop specific safety plans for avoiding construction collapse accidents.

This paper fulfils an identified need to modify and utilize the HFACS model for correlation analysis and path identification of causal factors resulting in collapse accidents, which can provide opportunities for tailoring preventive and protective measures at construction sites.

This paper aims to identify challenges and facilitating factors in interorganizational knowledge acquisition. For this purpose, the interorganizational settings of the Orange Line Metro Train System and Sustainable bus rapid transit (BRT) Corridor in Pakistan are examined.

This study uses an exploratory multiple case study approach. The empirical data encompasses semi-structured interviews and archival documents. Within and cross-case analyses are used for analyzing the data.

The findings identify challenges such as time pressure, knowledge hiding, finding credible information sources, organizational red tape and facilitating factors such as clear objectives, individual interest and personal commitment, and revisiting the organizational culture and environment in which interorganizational knowledge acquisition takes place.

By examining knowledge acquisition in interorganizational projects, this study contributes to the literature on knowledge-based theory.

As the risks and uncertainties faced by construction projects increase, the study of organizational resilience becomes more and more important for construction project management. Therefore, this study aims to deepen the understanding of the micro-mechanisms of organizational resilience in construction projects and explore the impact of employee resilience on organizational resilience.

By combining the conservation of resources, this study constructs the mechanism of employee resilience on organizational resilience in construction projects and considers the mediating role of task types. A partial least squares structural equation model (SEM) was used to test hypotheses based on data collected from 224 respondents.

The results show that employees' work resilience has a direct positive impact on the organizational resilience in construction projects and is also mediated by inter-team tasks. However, the psychological resilience of employees will have a direct adverse effect on the organizational resilience in construction projects and will be mediated by inter-team tasks and intra-team tasks.

This study verifies the impact mechanism of employee resilience on organizational resilience, including direct effects and indirect effects through different types of team tasks, and reveals the micro-mechanisms of using employee resources to build organizational resilience. This article sheds light on how project managers and employees can develop resilience to deal with the uncertainty and complexity of construction projects.

This paper aims to advance recent literature on the performativity of accounting by examining how project accounting affects a project organization’s ability to deliver a relevant project outcome, such as a product or a building, for a receiving client organization.

The paper draws on a longitudinal case study of a 41.4-billion-kroner (5.5-billion-euro) Danish project of constructing 16 new public hospitals. Its objective was to reduce the average unit costs and improve the quality of patient care. Each hospital construction was managed by a separate project organization and handed over to a separate receiving hospital organization. The project organizations applied a common approach to project accounting. The paper relies on Michel Callon’s concepts of performativity and sociotechnical agencement – approaching project accounting as an arrangement of devices.

The paper shows that the project-accounting agencement simultaneously supported and undermined the project organizations’ ability to deliver hospitals relevant to the receiving hospital organizations. The agencement performed hospital designs, disciplined project actors and guided decision-making, thus supporting the overall work of the project organizations. It also, however, compelled the project organizations to compromise on hospital designs when unexpected events occurred. These compromises led to the delivery of hospitals, which largely prevented the receiving hospital organizations from achieving the project’s objective.

This paper advances our limited understanding of the dynamic and complex relationship between project accounting and the relevance of project outcomes. It introduces the concept of a “contronymity device” to capture the way project accounting simultaneously produces two opposing consequences, both supporting and undermining the enactment of a particular reality. The paper lastly enriches our understanding of how project-accounting devices impact hospital organizations’ operating cost structures and challenge patient care capabilities.

This research examines the transformative impact of the “Great Reset” on organisational theory through the thematic network analysis of managerial responses from Germany, France, and Spain, emphasising the importance of technological integration, remote working, and resilience.

Questionnaire responses from managers in Germany, France, and Spain were examined using thematic network analysis to understand remote working, digital transformation, and organisational resilience.

Managers highlighted the pivotal role of technology in reshaping future work systems, especially in telecommuting and digitising business procedures. This transformation requires upskilling, shifts in management approaches, and a modernised employee assessment structure.

This study offers practical insights into implementing the Great Reset framework and explains its impact on technological progress, managerial strategies, and organisational resilience.