Purpose: This study aims to empirically examine how blockchain, one of the emerging Industry 4.0 technologies, can combat climate change by improving their green innovation performance, particularly under conditions of policy uncertainty.Design/methodology/approach: This study utilizes the difference-in-difference-in-difference (DDD) method to explore the effect of blockchain on enterprises' green innovation performance. The analysis is based on data from Chinese-listed enterprises spanning the period from 2013 to 2021.Findings: First, the adoption of blockchain in enterprises registered in areas designated as low-carbon pilot cities can significantly improve their green innovation performance. Second, the enhancement of green innovation efficiency emerges as the primary driving force behind the adoption of blockchain, thereby leading to improved green innovation performance. Lastly, it is observed that blockchain adoption has a greater positive impact on improving green efficiency in private enterprises compared to state-owned enterprises in China.Practical implications: For managers, the findings can provide valuable insights to help them better prepare for the challenges and opportunities presented by the era of Industry 4.0. For policymakers, this study offers valuable insights into the interaction between new technologies in Industry 4.0 and the performance of green innovation, thereby aiding in the formulation of effective policies.Originality/value: This study contributes to bridging the existing gap between the adoption of new technologies, such as blockchain, and their potential impact on climate change. Moreover, this research enriches practitioners' understanding of how new technologies in the era of Industry 4.0 can be applied to address significant challenges like climate change.

The construction industry has fared poorly in the process of digital transformation, while the main challenge is the digitalization of construction projects. Changes in project management approaches are urgently required in construction organizations to better align digital technology and organizational conditions. However, little literature has explored the pivotal role of the project management approach from an organizational perspective. To fill this gap, this research investigates ways of using a project governance model for integration to promote the digitalization of construction projects through a case study. The three integration dimensions, namely stakeholder integration, lifecycle integration, and project management knowledge integration, are identified, and governance elements under each dimension are displayed—and further stratified—based on the three levels of the governance model, including institutional level, organizational level, and behavioral level. The logical relationship between elements and their roles in project digitization is finally summarized. The developed conceptual model will provide an approach for construction enterprises to promote project digitalization.