Green buildings have been viewed as one of the most effective solutions to the negative environmental impacts of construction activities. For the sustainable development of the economy and the environment, many governments in the world have launched a variety of policies to encourage the development of green buildings. However, green targets achieved during the operational stage of green buildings are far below the expectations from the design stage. In addition, the development of green buildings is unevenly distributed in different cities. To help resolve these issues, this paper identifies 28 green building influencing factors from two perspectives, the life cycle and stakeholders. Then, a social network analysis is used to analyse their interactions and identify the critical factors. Our results show that government supervision, incremental cost, property management experience, and the awareness of environmental protection in green buildings are the critical influencing factors in promoting green building development. However, some factors related to contractors, designers and suppliers are not as important as perceived. Finally, some policy recommendations are proposed to promote green buildings in China.

The accelerating process of urbanization in China has led to considerable opportunities for the development of construction projects, however, environmental issues have become an important constraint on the implementation of these projects. To quantitatively describe the environmental management capabilities of such projects, this paper proposes a 2-dimensional Environmental Management Maturity Model of Construction Program (EMMMCP) based on an analysis of existing projects, group management theory and a management maturity model. In this model, a synergetic process was included to compensate for the lack of consideration of synergies in previous studies, and it was involved in the construction of the first dimension, i.e., the environmental management index system. The second dimension, i.e., the maturity level of environment management, was then constructed by redefining the hierarchical characteristics of construction program (CP) environmental management maturity. Additionally, a mathematical solution to this proposed model was derived via the Analytic Hierarchy Process (AHP)-entropy approach. To verify the effectiveness and feasibility of this proposed model, a computational experiment was conducted, and the results show that this approach could not only measure the individual levels of different processes, but also achieve the most important objective of providing a reference for stakeholders when making decisions on the environmental management of construction program, which reflects this model is reasonable for evaluating the level of environmental management maturity in CP. To our knowledge, this paper is the first study to evaluate the environmental management maturity levels of CP, which would fill the gap between project program management and environmental management and provide a reference for relevant management personnel to enhance their environmental management capabilities.

With economic development and globalization, more organizations have been cooperating with foreign enterprises, which brings not only opportunities but also management difficulties and competitions with organizations. Organizations must improve their management and adapt to changing market conditions and the requirements and needs of its customers to maintain and strengthen its position in the market. Management by Project (MBP) uses technical methods of modern project management (PM) to manage various tasks and activities that are considered as projects. It is an effective way to solve management problems and improve management levels and enterprise competitiveness. However, few small and medium-sized enterprises apply MBP in their operation and management processes. Therefore, this paper presents a new idea to promote the application of MBP and the formation of a PM culture within society. In this paper, we searched a major database using the systematic literature review method and analyzed the articles directly or indirectly linked to our paper to obtain literature supporting the views of this article. First, this paper presents a new kind of management culture from the social aspect, termed as Social Project Culture (SPC), which can promote sustainable development and improve the management level and efficiency of organizations by promoting MBP application across society. Second, by analyzing the SPC definition, its three functions, i.e., project management behavior, management and risk control capacity, and international competitiveness, are provided. Then, to help organizations apply this method, an evolutionary path is proposed, including the creation stage, formative stage, mature stage, and heritage stage. Finally, to ensure the continued optimization of SPC, four safeguard measures in terms of theory, institution, behavior, and ideology are proposed.