Natural disasters and human-made disasters are threatening urban areas globally. The resilience capacity of the urban system plays an important role in disaster risk response and recovery. Strengthening urban disaster resilience is also fundamental to ensuring sustainable development. Various practices and research for enhancing urban disaster resilience have been carried out worldwide but are yet to be reviewed. Accordingly, this paper gives a scientometric review of urban disaster resilience research by using CiteSpace. The time span (January 2001–January 2021) was selected and divided into three phases based on the number of publications. In addition, according to keyword statistics and clustering results, the collected articles are grouped into four hotspot topics: disaster risk reduction, specific disaster resilience research, resilience assessment, and combination research. The results show that most of the existing research is in the first two categories, and articles in the second and fourth categories both show a high growth rate and could be further research directions. The review indicates that urban disaster resilience is essential for a city’s sustainable development. Moreover, the findings provide scholars a full picture of the existing urban disaster resilience research which can help them identify promising research directions. The findings can also help urban government officials and policymakers review current urban disaster management strategies and make further improvements.

Risk events frequently occur in “complex urban public spaces” (CUPSs) and cause serious economic losses and casualties. To reduce the risks and enhance the system resilience, this paper formulates a theoretical framework to assess the resilience of CUPSs. Resilience is defined as the ratio of preparedness to vulnerability, according to the implication of the concept. Three-level practical indicator systems were established for these two dimensions, respectively. Furthermore, a hybrid approach combining the Analytic Network Process (ANP) and the Decision-Making Trial and Evaluation Laboratory (DEMATEL) was adopted. The Chongqing West Railway Station (the Station (W)) and the Lianglukou Rail Transit Station (the Station (L)) were used for a case study. The results showed that the Chongqing West Railway Station was more resilient to risks than the Lianglukou Rail Transit Station. Therefore, the proposed theoretical framework could be applied in assessing the resilience level of CUPSs. Resilience improvement strategies can be formulated according to the assessment results. Furthermore, the practical indicators could also provide references for urban disaster management.

Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.