Substantial empirical research has shown conflicting results regarding the influence of organizational external factors on construction risk management, suggesting the necessity to introduce a moderator into the study. The present research confirmed whether rules and regulations matter on the relationships between organizational external factors and construction risk management. Based on discouragement and organizational control theory, this research examined the effects of organizational external factors and rules and regulations on construction risk management among 238 employees operating in construction companies in Abuja and Lagos, Nigeria. A personally administered questionnaire was used to acquire the data. The data were analyzed using partial least squares structural equation modeling. A significant positive relationship between organizational external factors and construction risk management was asserted. This study also found a significant positive relationship between rules and regulations and construction risk management. As anticipated, rules and regulations were found to moderate the relationship between organizational external factors and construction risk management, with a significant positive result. Similarly, a significant interaction effect was also found between rules and regulations and organizational external factors. Implications of the research from a Nigerian point of view have also been discussed. Political, economy, and technology factors helped the construction companies to reduce the chance of risk occurrence during the construction activities. Rules and regulations also helped to lessen the rate of accidents involving construction workers as well as the duration of the projects. Similarly, the influence of the organizational external factors with rules and regulations on construction risk management has proven that most of the construction companies that implement the aforementioned factors have the chance to deliver their projects within the stipulated time, cost, and qualities, which can be used as a yardstick to measure a good project.

While the identification of the drivers of social sustainability in construction firms has remained one of the popular topics in the literature, many questions about these drivers remain unanswered, especially in the context of the developing countries. This study empirically determines some organizational internal drivers influencing the social sustainability performance in construction firms. To achieve this, we developed a conceptual model and tested on a sample of registered and active large construction firms from the Malaysian Construction Industry Development Board, using partial least-squares structural equation modelling for analysis. The study reveals that organizational internal drivers could trigger social sustainability performance. However, our analysis shows that organizational capabilities – complex tangible and intangible resources that are controlled by a firm through certain organizational practices and which enable it to implement value-creating strategies-partially mediates the relationship between these drivers and social sustainability. While few limitations of this study include the fact that the data used are the subjective opinions of the top officials who responded to the survey, our findings reveal that construction firms with efficient resource capabilities tend to adopt more sustainability in project delivery. This study contributes to the ongoing discussion on the important factors for social sustainability in construction.

There have always been conflicting findings with respect to the effects of organizational culture on sustainable construction, suggesting the need for a moderator variable. Drawing on the resource-based view theory, this study examines the moderating effects of government support on the relationships between adhocracy culture, market orientation and sustainable construction among 172 large contractors in Malaysia, using a 61 item instrument. Both mailed and personally administered survey methods with structured questionnaires were used to collect the data. Using a partial least squared - structural equation modelling for the data analysis, we found a significant positive relationship between the adhocracy culture and sustainable construction. Similarly, the results also indicated that market orientation had a significant positive relationship with sustainable construction. The study also found a significant but negative relationship between government support and sustainable construction. As expected, government support was found to moderate the relationship between adhocracy culture and sustainable construction, while an insignificant interaction effect was found between market orientation and sustainable construction. Implications for practice and future research were also discussed.