In recent years, greater environmental awareness had induced the managers of building projects to “go green,” and several studies have been conducted on the project delivery of green building. However, there is no comprehensive study that explores the important project management factors from the perspective of architectural, engineering, and construction (AEC) firms, whose decisions can significantly affect the environmental performance of building projects. In Singapore, Green Mark, a certification for green building, has become a compulsory requirement for all new buildings. AEC firms are now facing challenges on how best to attain Green Mark certification with minimum cost and resources. The purpose of this research is to identify the controllable critical project management factors for delivering Green Mark certified projects to achieve higher Green Mark ratings. Nineteen controllable project management factors were first identified from related literature, and then a survey was carried out to collec...

With the global concern of environmental protection and sustainability, construction firms are required to develop and implement environmental practices (EP) to mitigate the negative impacts of project activities on the environment. This paper attempts to explore two potential drivers (i.e., government regulations and project team’s knowledge and skills) and performance outcomes (i.e., environmental performance and organizational performance) when the firm implementing EP in construction projects. A survey-based research design was developed to measure the drivers, EP implementation, and performance and to collect data in the Chinese construction industry. Structural equation modelling was used to test the hypothesized relationships. The results indicate that a project team’s knowledge and skills, rather than government regulations, are the key driving factors for the implementation of EP in construction projects. EP implementation is proved to have a positive impact on both environmental and organizational performance. This study provides empirical evidence for project environmental management research and offers managerial insights on how to promote EP in the construction industry.

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.

Green Building involves many parties and has attracted attention recently. In this paper, the main external actors for Green Building were explored based on literature review. Then, a structured questionnaire was developed to facilitate systematic data collection. Finally, a stepwise multiple regression analysis was applied and “clients,” “government,” “qualified/certified materials and products suppliers,” and “good green consultants” were found to be significant external partners of Architecture/Engineering/Construction (AEC) firms for successful delivery of Green Mark certified projects. The research findings will help AEC firms understand how to achieve competitive advantages in the Green Building market in Singapore by using external resources.

Scholars and practitioners have attached great importance to the integration of sustainability into project management. However, less relevant research has been conducted in the context of international engineering projects. The highly volatile and competitive international market environment brings great challenges to the sustainable delivery of international engineering projects and therefore always threatens the survival of international contractors. This study aimed to investigate the critical dynamic capabilities that facilitate the sustainable delivery of international engineering projects. Based on content analysis of 45 international engineering project cases, 5 dynamic capabilities were first identified, including project threat sensing, cross-cultural project team integration, stakeholder integration, exploitation-centered reconfiguration, and exploration-centered reconfiguration. Then, a crisp-set qualitative comparative analysis was adopted to explore the configurational effects of the above dynamic capabilities on three dimensions of sustainable delivery, i.e., economic, environmental, and social sustainability. The main findings reveal several configurations of dynamic capabilities for international engineering projects in achieving sustainable delivery of economic, environmental, and social dimensions. This study enriches the research on sustainable project delivery from the perspective of dynamic capability theory and provides insights for global contractors into how to deploy dynamic capabilities in the international contracting market to achieve sustainable delivery of international engineering projects.