Relational governance, as a flexible and informal mechanism, plays a critical role in addressing the challenges of construction projects in the VUCA environment. However, existing research has rarely examined relational governance mechanisms from a resilience perspective. Furthermore, current studies on organizational resilience often overlook static characteristics, leaving the interplay between static and dynamic resilience underexplored. To address this gap, this study aims to explore how relational governance influences project performance through organizational resilience, with a focus on the mediating roles of static resilience and dynamic resilience. Empirical data were collected through 270 construction professionals, with questionnaire design refined through expert interviews and a pilot study to ensure validity and reliability. Partial least squares structural equation modeling (PLS-SEM) was employed to assess relationships. The findings indicate that relational governance positively influences addressing opportunistic behaviors of construction participants and improving project performance. Mutual trust and timely commitment among project participants in relational governance significantly impact both the static characteristics and dynamic capabilities of construction projects. Additionally, organizational resilience partially mediates the relationship between relational governance and project performance. This study advances the understanding of the mechanisms linking relational governance and project performance from a resilience perspective and provides actionable insights for fostering efficient governance practices.

Building Information Modeling (BIM) is an innovative and effective solution to transform the Architecture, Engineering, and Construction (AEC) sector, offering advantages that extend across the entire lifecycle of project management. Nonetheless, several obstacles hinder the comprehensive implementation of BIM. As a result of these obstacles, construction enterprises opt to delegate the development and utilization of BIM models to specialized outsourcing providers that focus on BIM services. Since limited research focused on examining the formation mechanisms behind BIM outsourcing process, this paper elucidates the mechanisms that underpin BIM outsourcing behavior by applying Ajzen’s theory of planned behavior (TPB) and integrating transition costs along with institutional pressures theory. The behavioral model underwent empirical validation through the application of partial least squares structural equation modeling (PLS-SEM) on survey data collected from construction engineers working for construction enterprises in China. The results indicated that (1) BIM outsourcing degree is motivated by an organization’s BIM outsourcing intention and BIM application capability; (2) behavioral attitudes, especially external production cost advantage, contributes the most toward achieving a high BIM outsourcing intention, followed by normative pressures; (3) transition cost contributes the most toward achieving a low BIM outsourcing intention. This research expands the theoretical framework of the TPB and provides insight into BIM outsourcing behavior in construction enterprises.

The application of Building Information Modeling (BIM) in construction projects can significantly improve project efficiency, accuracy, and collaboration among stakeholders. However, construction professionals, particularly design engineers, exhibit behavioral resistance to BIM implementation, which has hindered the achievement of expected benefits. To explore the behavioral resistance to BIM implementation, this study integrates the status quo Bias (SQB) theory and the innovation diffusion theory and proposes a factor model for predicting the behavioral resistance of architectural engineering design engineers to BIM implementation. The model was empirically tested through partial least squares structural equation modeling (PLS-SEM) on survey data collected from design engineers in BIM-based construction projects in China. The results indicate the following: (1) resistance to change (β = 0.383), BIM compatibility, and BIM user satisfaction play prominent but independent roles in predicting behavioral resistance to BIM implementation, and (2) resistance to change is motivated by inertia (β = 0.473), self-efficacy, and perceived distributive equity. The proposed framework provides a more nuanced account of resistance to BIM implementation. Specifically, deep-seated cognitive biases and innovation-specific perceptions independently and jointly shape behavioral resistance, a distinction often overlooked in prior research. Practically, this research provides recommendations for effectively addressing resistance behaviors within construction project settings.