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Abnormal behaviors such as rework, backlog, changes and claims generated by project organizations are unavoidable in complex projects. When abnormal behaviors emerge, the previously normal state of interactions between organizations will be altered to some extent. However, previous studies have ignored the associations and interactions between organizations in the context of abnormal organizational behaviors (AOBs), making this challenging to cope with AOBs. As a result, the objective of this paper is to explore how to reduce AOBs in complex projects at the organizational level from a network perspective.

To overcome the inherent limitations of a single case study, this research integrated two data collection methods: questionnaire survey and expert scoring method. The questionnaire survey captured the universal data on the influence possibility of AOBs between complex project organizations and the expert scoring method got the influence probability scores of AOBs between organizations in the case. Using these data, four organizational influence network models of AOBs based on a case were developed to demonstrate how to destroy AOBs networks in complex projects using network attack theory (NAT).

First, the findings show that controlling AOBs generated by key organizations preferentially and improving the ability of key organizations can weaken AOBs network, enabling more effective coping strategies. Second, the owners, government, material suppliers and designers are identified as key organizations across all four influence networks of AOBs. Third, change and claim behaviors are more manageable from the organizational level.

Project managers can target specific organizations for intervention, weaken the AOBs network by applying NAT and achieve better project outcomes through coping strategies. Additionally, by taking a network perspective, this research provides a novel approach to comprehending the associations and interactions between organizations in the context of complex projects.

This paper proposes a new approach to investigating AOBs in complex projects by simultaneously examining rework, backlog, change and claim. Leveraging NAT as a novel tool for managing the harmful effects of influence networks, this study extends the knowledge body in the field of organizational behavior (OB) management and complex project management.

This study aims to clarify the psychological mechanism of international contractors' fraud by linking performance pressure to fraudulent intention through the displacement of responsibility and addressing the moderating role of moral intensity.

Based on moral disengagement theory, performance pressure was hypothesized to be positively associated with fraudulent intention by mediating the displacement of responsibility. Drawing on the issue-contingent theory, moral intensity was hypothesized to inhibit the relationship between performance pressure and displacement of responsibility in three aspects: magnitude of consequences (MC), probability of effect (PE) and social consensus (SC). The scenario-based questionnaire was conducted to collect information from contractors spread across 50 countries. The partial least squares structural equation modeling was employed to assess the proposed model.

The results demonstrated that performance pressure was positively associated with the fraudulent intention, and displacement of responsibility exerted a positive partial mediating impact between performance pressure and fraudulent intention. Regarding moral intensity in the moderating analysis, the negative moderating role of MC and PE was significant, while that of SC was insignificant.

This study provides international construction practitioners with a deep understanding of the formation mechanism of fraud at the psychological level.

It clarifies the psychological mechanism from performance pressure to fraudulent intention by integrating a mediation impact from the displacement of responsibility and a moderation effect from MC and PE. It contributes to the sparse research on how situational factors shape individuals' fraudulent intentions in the international context. It provides a fresh perspective on fraud by constructing a formation model from moral psychological theories.

Construction workers’ safety compliance is attracting considerable critical attention as it plays a decisive role in improving safety on construction sites. This study applied the concept of differentiating safety compliance into deep compliance (DC) and surface compliance (SC) and relied on trait activation theory to investigate the effects of situational awareness (SA) and emotional intelligence (EI) on safety compliance.

Cross-sectional survey data were collected from 239 construction workers in Australia, and these responses were statistically analyzed using the partial least squares structural equation modeling (PLS-SEM) to validate the proposed model.

Results revealed that both EI and SA positively impacted DC and negatively impacted SC. Moreover, SA partially mediated the link between EI and two types of safety compliance (DC and SC). The outcomes showed that construction workers’ ability in regulating their emotions could influence their perception of environmental cues and the effectiveness of safety compliance behavior.

This study sheds light on investigating the antecedents of DC and SC from the perspective of trait activation theory. The findings also have practical implications, stating that construction site managers or safety professionals should consider providing training on construction workers’ EI and SA to enhance their willingness to expend conscious efforts in complying with safety rules and procedures, which can lead to improved safety outcomes.

Despite carbon reduction commitments, many constraints hinder the delivery of low-carbon buildings (LCBs) in high-rise high-density cities. The collaborative commitment of relevant stakeholders is vital to effectively address and mitigate these constraints. Hence, this study aims to comprehensively explore the required stakeholder collaboration attributes to address and mitigate the “common” constraints of delivering LCBs by focussing on several high-rise high-density cities.

A list of 21 “significant and common” constraints was identified through a systematic literature review followed by a questionnaire survey covering five economies (Hong Kong, Singapore, Australia, Qatar and the UAE). Nineteen influential stakeholders/stakeholder categories were identified through the literature, and their ability to influence the 21 constraints was mapped and identified through a two-round Delphi survey of 15 experienced professionals. The Delphi survey findings were analysed through social network analysis (SNA) methods to assess the stakeholder engagement and collaboration attributes.

The SNA results revealed the ability of stakeholders to influence the constraints, required collaborative stakeholder networks to address the constraints, significance of stakeholders according to the SNA centrality measures, core and periphery stakeholders and individual co-affiliation networks of core stakeholders.

While achieving the planned primary target of exploring stakeholder collaboration and their significance through SNA, this study also presents a useful sequential methodological approach for future researchers to conduct similar studies in different contexts. The findings also provide a foundation for accelerating the delivery of LCBs by strengthening stakeholder collaboration.

The delay in real estate projects in India is pervasive. Organization and management (O&M) and project management (PM)-related challenges are argued to contribute to project delays. This study examined the O&M and PM factors that cause delays, the level of implementation of various O&M and PM aspects in real estate projects and how the challenges can be alleviated.

Perception surveys among the consumers and relevant stakeholders engaged in real estate projects in the Bhubaneswar and Cuttack regions of India were conducted to collect data on the factors of delay and implementation of the O&M and PM aspects. Relevant statistical methods and structural equation modeling (SEM) were used for data analysis.

Findings suggest that from the O&M point of view, poor decision-making, mishandling of finance, concurrent execution of many projects, diversion and misuse of finance for unrelated activities, lack of PM personnel and poor management contribute to the delay. Further, although the project initiation is satisfactorily done, most of the PM principles are not largely used, thus leading to delay.

The study does have limitations, including its reliance on a perception survey of consumers and stakeholders, a limited sample size and a restricted number of projects. Nevertheless, the study highlights the need to address poor O&M and the insufficient application of PM principles to combat project delays in the Indian real estate sector.

Proper O&M and adequate application of PM will enable professional management of the projects and avoid delay.

Proper O&M and the application of adequate PM would reduce delays in real estate projects. Consequently, conflicts between the companies and consumers might be reduced and housing and infrastructure demands might be met.

The study manifested that the lack of adequate implementation of O&M and PM aspects leads to delays. So, it is theorized that O&M and PM play critical roles in the success of real estate projects. Appropriate implementation of the principles and best practices linked to these aspects might alleviate the challenges of delay in real estate projects in India.