Delay factors are frequent in the construction industry globally, resulting in significant overruns in project cost and time. In context, megaprojects can be more prone to critical delays, hence, demanding a high degree of self-confident leadership. Despite the continuous scholarly attempts to examine mega construction project success, the underlying role of critical delay factors and leadership self-efficacy has been largely overlooked. Hence, to address these rarely examined linkages, the present study empirically explored the effects of critical delay factors (CDFs) on transnational mega construction project (TMCP) success with the moderating influence of leadership self-efficacy (LSE). Based on a study sample (N = 211) extracted from the China–Pakistan Economic Corridor, the hypothesized relationships were tested through partial least squares–structural equation modeling. The study included nine critical delay factors and three subdimensions of TMCP success, derived from previous research. The findings revealed a negative relationship between CDFs and TMCP success, as a 1% increase in CDFs triggered a 28.8% negative change in TMCP success. A positive moderating effect of LSE on the relationship between CDFs and TMCP success was also empirically supported, as 1% increase in LSE resulted in 18.4% positive change in TMCP success. The present study bridges the fragmented literature on critical delay factors in the global construction industry, megaproject success, and project leadership, by providing the first empirical evidence linking these potential relationships. Moreover, the present study also provides an extension to existing studies to identify the role of CDFs and LSE in impacting multi-faceted success (i.e., management success, ownership success, and investment success) in mega construction projects.

Green human resource management practices in the presence of green servant leadership have become a prime business concern for sustainable growth. This study examines the mediating role of green HRM practices between green Servant leadership and sustainable firm performance, particularly in the manufacturing sector. Cross-sectional data were collected from 480 owners/human resource managers working in the manufacturing industry in Pakistan using a convenient sampling technique. A partial least squares approach was applied to test the hypothesized relationships. The research findings suggest that Green Servant leadership and Sustainable Firm Performance are mediated by Green Human Resource Management Practices (GHRM). This empirical study contributes to the literature by considering GHRM as a mediator using the theoretical lens of stakeholder theory and resource-based view.

Purpose: This study examines the impact of Education Policy Implementation Capacity and Algorithmic Performance Management on Public Value Creation in Education. Specifically, it investigates how education policy implementation capacity and algorithm-driven performance systems contribute to value creation in educational institutions through the mediating roles of Managerial Sensemaking of Performance Information and Adaptive Governance Mechanisms. The study aims to provide a comprehensive understanding of how institutional capability, technological systems, managerial cognition, and governance adaptability collectively influence public value creation in education. Method: A quantitative, cross-sectional research design was employed. Data were collected from 185 principals of government schools located in major cities of South Punjab, Pakistan, using structured questionnaires based on adopted scales from prior studies. The collected data were analyzed using Partial Least Squares Structural Equation Modeling through SmartPLS. Measurement and structural models were assessed using reliability, validity, path coefficients, and mediation analysis. Common method bias was also examined and found not to be a significant concern. Findings: The findings revealed that Education Policy Implementation Capacity and Algorithmic Performance Management positively and significantly influence Public Value Creation in Education. Furthermore, Managerial Sensemaking of Performance Information and Adaptive Governance Mechanisms significantly mediated these relationships. All proposed hypotheses were supported. Originality/Implications: This study extends public value literature by integrating organizational capability, algorithmic management, managerial cognition, and adaptive governance into a unified framework, offering valuable theoretical and practical insights for improving educational governance and public value creation. References Akther, S., & Evans, J. (2024). Emerging attributes of adaptive governance in the global south. Frontiers in Environmental Science, 12, Article 1372157. https://doi.org/10.3389/fenvs.2024.1372157 Al-Mansour, S., & Al-Khalidi, A. (2024). Governance innovation and adaptive leadership in education during budgetary crises. (No source publication given in your original — please add the journal, conference, or repository.) Alakoum, A., Nica, E., & Abiad, M. (2025). AI and algorithmic governance in public administration: Implications for faculty satisfaction, HR strategies, and performance systems in higher education. 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