The rapid growth of complex projects in the construction industry worldwide has triggered a growing number of studies over the past two decades, suggesting that understanding project complexity is a key component of successful construction project management. This study aims to investigate the status and trends in project complexity research through a four-stage literature review that can benefit both researchers and practitioners. Seventy-four relevant articles were identified from studies published during the years 1996–2015, and results indicate that research in construction project complexity primarily focuses on four areas: influencing factors contributing to project complexity, the impact of project complexity, complexity measurement methods, and considerations for managing project complexity. Future research should concentrate on specific factors that drive complexity for different types of construction projects and the development of management guidelines for addressing complexity throughout the project lifecycle. This paper provides both a timely summary of literature in the area of project complexity and insights into opportunities for future study of and guidance for successfully managing complexity in construction projects.

A brisk building boom of megaprojects leads to a wide range of environmental problems, particularly in developing countries such as China. To prevent environmental problems effectively, megaprojects require proactive environmental initiatives based on individual, voluntary, and discretionary behaviors, which are also known as organizational citizenship behaviors for the environment (OCBEs). The OCBEs (e.g., sharing knowledge to prevent pollution, making suggestions to minimize waste) play an important role in improving megaproject environmental performance. However, this line of research is still in its infancy and the institutional-psychological mechanism leading megaproject practitioners to engage in OCBEs is largely unexplored. To fill this gap, this paper presents an individual-level analysis that investigates how institutional pressures impact project practitioners’ OCBEs according to the survey data collected from China’s megaprojects. The results obtained by partial least-squares analysis indicate that both mimetic and normative pressures have a significant impact on OCBEs, and such relationships are partially mediated by organizational support. Nevertheless, this paper did not find evidence for a significant impact from coercive pressures. These findings provide a new insight into making use of institutional forces to stimulate the emergence of OCBEs, improving the environmental performance in megaprojects.

The misuse (including nonuse) of personal protective equipment (PPE) directly catalyzes the changes from incidents to critical accidents and diseases. The main control over PPE use is visual inspections, which is time-consuming and its effectiveness depends largely on the observer’s safety knowledge and experience, which often results in omissions or bias. To solve this problem, this study introduces a novel approach towards automated remote monitoring and assessing how the PPEs are worn. The real time location system (RTLS) and virtual construction are developed for worker’s location tracking to decide whether the worker should wear helmet and give a warning, while the silicone single-point sensor is designed to show whether the PPE is used properly for further behavior assessment. The process of data synchronization and fusion of location coordinates and pressure data is described in detail and the system is tested in an open area experiment to prove its feasibility.

As one of the emerging research fields of sustainability management, Organizational Citizenship Behavior (OCB), especially its influence on project performance, has been drawing increased attention both in the academic and industrial areas. Nevertheless, existing studies mainly examine the static relationship between OCB and project performance but fail to explore the dynamic characteristic of the relationship as a project may evolve and proceed over the time. Therefore, this paper aims to evaluate the dynamic impacts of OCB on the performance of megaprojects with the assistance of a system dynamic model. Four causal feedback loops and a stock-flow diagram were developed to illustrate the dynamic influencing mechanism, and three distinct policies quantitatively simulated the possible impacts arising from the changes of OCB on the whole system and, specifically, on the performance megaproject. The results show that an increase in the AIRPP (actual increasing rate of potential promotion) exerts significant influence on the improvement in OCB and the performance of megaprojects. The higher the AIRPP in the multi-policy scenario, the higher the OCB and the performance. One major contribution is that this study is one of the first studies to explore the potential use of system dynamics to model megaproject organizational behavior and its performance with implications in both the practical and cultural promotion of OCB.