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.

Unexpected disruptions make it essential to develop construction project resilience. Stakeholder relationships can shape disruption handling and thus influence project resilience, yet their roles remain debated. Drawing on organizational information processing theory, this study revisits the controversy over stakeholder relationships by examining ambidextrous learning as an underlying mechanism and digitalization as a complement. Survey data were collected from 238 construction projects. The results show that stakeholder relationships are positively related to project resilience. Exploratory learning serves as a crucial underlying mechanism, while exploitative learning exerts no significant mediating effect. Digitalization complements stakeholder relationships in facilitating exploratory learning, thereby supporting project resilience. Theoretically, this study clarifies the role of stakeholder relationships as a critical network-level enabler of project resilience, reveals the distinct roles of exploratory and exploitative learning in temporary, disruption-prone collaborations, and uncovers the complementary role of emerging digitalization in project management. Practically, this study provides managerial insights into enhancing construction project resilience against potential disruptions.