The adaptability of organizations to their environment has always been a key concern in both organizational theory and management practice. Different from the single perspective of previous studies, this research adopts an integrated, outside‐in perspective. Employing an agent‐based simulation model (ASM) and a multiple regression model (MRM), we examine the impact of the intensity of exploitative and exploratory practice on organizational adaptability, as well as the moderating effect of environmental dynamism and organizational absorptive capacity. The results of the research show that (1) the stable environment prefers organizations with a practice strategy of high exploitation and low exploration; (2) environmental dynamism inhibits the impact of both exploitative and exploratory practices on organizational adaptability; and (3) organizational absorptive capacity significantly reinforces the link between the intensity of exploitative practice, as well as exploratory practice, and organizational adaptability. The study investigates the external alignment of organizational exploratory and exploitative practices with environmental dynamism and internal fit with absorptive capacity. The findings provide new insight into the question of how organizations can resist the erosion of environmental dynamism through strategic alignment and capacity development.

Megaprojects have been redefined as dynamic collaboration networks, which are characterized by the strength of the ties between teams. In China, megaprojects have long been criticized for low productivity, poor project implementation processes, and inter-team confrontation. Few studies in the construction domain have explored the relationship between the strength of ties, inter-team conflict, and project success. This research aims to investigate the relationship between the strength of ties, inter-team conflict, and project success in megaprojects. Strong ties and weak ties reflect the strength of ties. Inter-team conflict is measured by task-related conflict and relationship-related conflict. A questionnaire survey was conducted on Chinese megaprojects, and 306 questionnaires were collected. The data were analyzed by a structural equation model. The results indicate that strong ties positively impact task-related conflict while negatively impacting relationship-related conflict. Weak ties positively impact inter-team conflict. Task-related conflict and relationship-related conflict have positive and negative effects on project success, respectively. The effect of the strength of the ties on a project’s success is mediated by conflict. This study adds to existing research on the strength of ties and emphasizes the significance of megaproject network governance. The results reveal the constructive effects of the strength of ties and task-related conflict, as well as the non-constructive effects of relationship-related conflict. This provides a reference for megaproject managers to implement project governance.

Prefabricated construction (PC) is considered to be a low-carbon construction method. Implementing prefabricated construction projects (PCPs) requires multiple industry organizations to participate and collaborate. As different PCPs are initiated and implemented, industry organizations will gradually gather into a complex and evolving collaborative network at the industry level based on specific collaboration relationships with different project backgrounds. The evolution of the collaborative network is related to how industry organizations interact with each other, and how PC-related knowledge and innovation has spread among organizations in the long term. However, the laws of network evolution and the micro effects that drive network evolution are still unknown. This study analyzes 236 prefabricated construction projects (PCPs) in Shanghai during 2015–2023, using the stochastic actor-oriented models (SAOM) method to explore how the macro structure of project-based inter-organizational collaborative networks for prefabricated construction (PC) technology implementation evolves over time, and how micro effects jointly support the evolution of the networks. The macro-level descriptive analysis of the network indicates that the collaborative network has become increasingly dense over time and continues to show a core–peripheral structure, with a small number of super-connected organizations. The micro-level SAOM analysis further reveals that the evolution of the collaborative network structure is driven by structure-based preferential attachment and geographic proximity effects, as well as attribute-based ownership similarity effect. This exploratory effort applies a network dynamics model to investigate the micro mechanism of the evolution of inter-organizational collaboration. The research results provide theoretical guidance and decision-making references for PC industry organizations to develop efficient network action strategies. In addition, it can help industry managers to formulate appropriate network management strategies.