In the context of Digital Construction (DC), collaborative innovation in the construction supply chain (CSC) is crucial for long-term competitiveness. However, transparent information flows and fickle market circumstances hinder enterprises from actively participating in collaborative innovation, making it challenging to establish effective incentive mechanisms. To achieve sustained and stable collaborative innovation, an evolutionary game model of collaborative innovation between core enterprises and member enterprises in the CSC under DC based on Prospect Theory is constructed. Five equilibrium scenarios and evolutionary stability strategies are analyzed, and the corresponding stability conditions are obtained. Finally, the impact of different parameters on strategy selection are analyzed by numerical simulation. The results indicate that the balance between knowledge sharing and knowledge leakage is the premise of the positive impact of DC technology on collaborative innovation. Moreover, the adjustment of gain sensitivity and loss sensitivity is the key to enhancing managerial enthusiasm for collaborative innovation. Furthermore, the design of income distribution and innovation incentives must adhere to the reciprocity principle, while subsidies from owners demonstrate a prominent positive impact on collaborative innovation. This paper systematically expounds the dynamic influence of DC technology application, knowledge spillover effects, and managerial cognitive structures while confirming the intrinsic effect of innovation incentive mechanisms. It provides substantial theoretical reference and management enlightenment for promoting the development of collaborative innovation in the CSC under DC.

In the context of high-quality development and the digital age, digital technology-enabled construction projects have become the only choice to promote organizational capabilities and innovation. However, the micro foundation of the organizational capabilities of construction projects has not been clarified, and its formation path is even less clear. This paper focuses on the characteristics of the times when digital technology and engineering construction are deeply integrated, conducts in-depth research on typical projects in the context of digital construction, and uses the qualitative research method of grounded theory to explore the antecedents of the formation of organizational capabilities. The results of the study establish a systematic antecedent model framework, including value integration, data traction, resource integration, technology integration, digital collaboration, and digital routines, and find out the “black box” process of the formation of construction project organizational capacities under the digital construction context. The conclusion of this study provides a theoretical basis and practical enlightenment for the construction of organizational capabilities of construction projects to cope with technological turbulence.

In an era increasingly defined by the imperative for sustainable development, the construction sector faces significant challenges, including resource limitations, environmental pressures, and high uncertainty. Within this context, the organizational capabilities of construction projects are widely recognized as a critical endogenous driver, closely linked to sustainable performance outcomes. Yet, empirical research to date has produced inconsistent conclusions, and a systematic understanding of how distinct dimensions of capability influence sustainability remains surprisingly fragmented. To address this gap, we employ a meta-analysis to synthesize 11,881 independent samples from 64 quantitative empirical studies. We systematically examined the overall relationship between organizational capability in construction projects and sustainable performance. It further compares the differential effects of project capabilities and dynamic capabilities across economic, social, and environmental performance. Additionally, the study investigated the moderating effects of key contextual and methodological factors. Our analysis yielded several important findings: (1) A significant, moderately positive correlation exists between organizational capability in construction projects and sustainable performance. (2) Project capability exerts a stronger association with economic and social performance, whereas dynamic capability demonstrates a more pronounced effect on environmental performance. This underscored distinct pathways through which different capability dimensions operate. (3) Moderation analysis revealed that the relationship between organizational capability and sustainable performance is stronger in emerging economies and collectivist cultural contexts. Methodologically, structural equation modeling tended to produce larger effect sizes compared to regression analysis. Although no significant moderation effect emerges across research time points, post-2015 studies generally showed slightly stronger effects. The findings enrich the application of the Resource-Based View and Dynamic Capability Theory within construction project contexts, emphasizing the multidimensional nature of organizational capabilities and their differentiated roles across triple-bottom-line performance. Consequently, this research offers valuable pathways for capability development and a strategic foundation for enhancing managerial practice in construction project management.

Driven by the Sustainable Development Goals (SDGs) and digital transformation, digital governance of megaprojects has become a key means of advancing sustainability objectives. However, the existing scholarship lacks a holistic understanding of digital governance in megaprojects, and the sustainability-oriented research landscape has yet to be systematically mapped. This study takes the Web of Science Core Collection as the primary data source, complemented by citation tracking, to identify and screen 127 publications published between 2016 and 5 March 2026. Bibliometric analysis is employed to delineate the developmental characteristics and research hotspots of the field. Subsequently, a theoretical analytical framework—Megaproject Sustainable Digital Governance (MSDG)—is constructed, integrating three core dimensions: the project lifecycle, sustainability, and digital governance. Guided by this framework, a coding scheme is developed for the content analysis of the 127 selected papers. The findings reveal that digital technology governance permeates the entire project lifecycle and garners the most scholarly attention, whereas digital derivatives governance is conspicuously understudied across all lifecycle stages. In terms of sustainability, the economic dimension dominates the discourse, while environmental issues are insufficiently represented. This paper aims to map the full landscape of lifecycle-oriented research on sustainable digital governance of megaprojects and proposes two future research agendas to facilitate the transition toward sustainable digital governance.

While digitalization is fundamentally reshaping circular construction, the specific evolutionary trajectory from static building information modeling (BIM) toward dynamic Digital Twins (DT) remains unclear. To unpack this complexity, a PRISMA-guided systematic review and scientometric mapping of 271 publications (2019-2025) was performed using VOSviewer and CiteSpace. The analysis identifies a four-phase pathway: (i) strategic foundations focused on circular frameworks and material reuse; (ii) design integration emphasizing tool implementation and BIM workflows; (iii) dynamic integration toward digital twins enabling lifecycle data continuity; and (iv) systemic management and lifecycle assessment for real-time control and compliance. Critical turning points in this journey are marked by burst terms such as “framework” (2021), “integration” (2022), and the current emphasis on “management” (2023-2025). Crucially, the review synthesizes conflicting paradigms to identify three fundamental gaps hindering the BIM-to-DT shift: the ontological schism in data sufficiency, the agency gap between digital shadows and twins, and the logistical gap in stochastic reverse flows. To bridge these divides, a three-layer architecture is proposed in which BIM serves as the static product backbone, process information modelling as the essential logic bridge, and DT as the operational decision core. This constructs a time-indexed evolution model that quantifies the shift from process optimization to systemic value creation and provides an adoption roadmap prioritizing interoperability to support policy instruments.