The adoption of Building Information Modeling (BIM) will definitely improve the efficiency and quality of the AEC (architecture, engineering and construction) industry. However, many factors need to be improved before BIM adoption. Based on the interaction between institutions and technology, factors affecting BIM adoption in AEC organizations, within the context of China, are identified and analyzed. Firstly, 21 factors are identified by literature research. Then, an interpretive structural model (ISM) technique is used to establish a hierarchical structure, and matrix impacts cross-reference multiplication applied to a classification (MICMAC) is used for factor classification. The results indicate that corporate/project leadership and software functionality are the two fundamental factors. What’s more, the dynamic mechanism has gradually changed from top-down to a combination of top-down and bottom-up.

Team members in construction projects often fail to communicate effectively, share knowledge, and coordinate as a whole. Although many construction organizations have adopted social media technologies to improve project team processes, little is known about how social media use at work affects project team processes and project management performance. Against this background, employing the enabler-process-intermediate outcome-performance framework, this paper aims to explore the mechanism by which social media use at work affects project management performance with a specific focus on project team processes and project team efficacy. Based on literature research and theoretical analysis, the theoretical model with several research hypotheses is formulated. The empirical data are collected from 156 construction project managers, and the structural equation modeling technique is applied to test the theoretical model. The results show that social media use at work positively influences three team processes, specifically, effective communication, knowledge sharing, and coordination. The three project team processes then indicate different effects on project team efficacy. Furthermore, the project team processes enhance project management performance through project team efficacy. These empirical results reveal the benefits of social media use at work in construction project teams and provide valuable implications for practice.

Unbalanced bidding has presented a significant issue in the construction industry. The award of a contract to an unbalanced bid poses a significant threat to the construction cost, as well as construction activities. The nature of an unbalanced bid, irrespective of the form, consists of quotations higher or lower than the reasonable unit price. In this paper, the engineer’s estimated price was chosen as the evaluation criterion. Consequently, a model was developed in order to identify unbalanced bids based on unascertained model. The unbalanced bid can be identified, which provides useful inputs for bid evaluation. As a result, unbalanced bids can be prevented. The feasibility of the method was verified via a case study. The method proposed in this paper facilitates an effective and efficient quantitative assessment of unbalanced bids. This model not only assists owners in effectively and efficiently identifying unbalanced bids, but also discourages bidders from unbalancing their bids.

While previous research has explored a number of knowledge sharing factors in project teams, little is known about antecedents of knowledge sharing in the context of communication visibility. Against this background, this article attempts to deepen our understanding of knowledge sharing antecedents in project-oriented online communities (POCs) characterized by communication visibility. Specifically, employing social power theory, this article identifies antecedents of knowledge sharing behavior and knowledge quality and examines hierarchical distance as a moderator between expert power and knowledge sharing. Data collected from 205 Chinese project members in the construction industry are used to test our proposed hypotheses. Results indicate that both expert power of others and oneself are positively related to knowledge sharing behavior and knowledge quality, respectively. Hierarchical distance hinders knowledge sharing behavior but does not significantly influence knowledge quality. In addition, hierarchical distance weakens the magnitude between expert power of others and knowledge sharing behavior but strengthens the magnitude between expert power of oneself and knowledge sharing behavior. Besides, the moderating effect of hierarchical distance for knowledge quality is found to be insignificant. Theoretical implications for project team knowledge sharing and practical implications concerning improving knowledge sharing in POCs are discussed.

A project delivery method (PDM) and project contract strategy (PCS) are two critical factors for project success in construction industry. Currently, there are several options available for them in the construction industry, with several innovative PDMs and PCSs emerging along with the development of the industry. This paper maintains that the PDM should be designed in combination with the PCS given their close relationship. This paper focuses on the design of project delivery and contract strategy (PDCS), with the aim of developing a conceptual framework for the PDCS design. The design process is divided into two stages: preliminary design and detailed design, taking engineering design as a frame of reference. In the design process, the value‐added analysis of project objectives is adopted as a tool to make decisions at different stages. The framework proposed in this paper is intended to provide a more distinct and direct path to improving PDCS selection or design, as well as enhancing the reliability of decision‐making.