Stakeholder engagement (SE) is an important factor in making a project successful. Steered by the resource-based value (RBV) and stakeholder theories, this paper aims to explore not only the correlation between sustainable project management (SPM) and sustainable project success (SPS), but also the moderating effect of SE on this connection. Data was gathered from 365 questionnaires distributed to construction project professionals in China. Structural equation modelling was employed to test the proposed hypotheses. The results confirm that both SPM and SE positively affect SPS, but the positive moderating effects of SE were found to be insignificant. This article provides the basis for the Chinese construction industry to determine how to achieve SPS through the enhanced implementation of SPM and effective SE.

SPM (sustainable project management) is vital to enhancing the success of projects. Despite several studies dealing with the connection between SPM and project success, this nexus is still insufficiently addressed. Steered by institutional theory and resource-based value theory, the purpose of this article is to investigate not only the link between SPM and SPS (sustainable project success), but also the mediating effect of SPP (sustainable project planning) on this connection, and the antecedent role of the institutional pressures (mimetic isomorphism pressure, MIP; normative isomorphism pressure, NIP) on SPM. To test the proposed hypotheses, this article applies PLS-SEM (partial least squares structural equation modeling) and recruited 365 project professionals who have experience in participating in SPM projects in China’s construction industry. The results confirm that both MIP and NIP significantly affect SPM, with NIP being the most significant. Moreover, the findings evidence that SPM had a significantly positive impact on SPS and SPP, and SPP had a significantly positive effect on SPS. Furthermore, the results also evidence that SPP mediates the effect of SPM on SPS. These findings provide empirical evidence for construction companies to understand SPM in the Chinese construction industry. They may also help policymakers to formulate proper policies to promote SPM to achieve sustainable development.

The persistent gender gap in executive leadership remains a challenge to sustainable development. Despite evidence linking diverse leadership to enhanced organizational performance and economic growth, women still face barriers to leadership roles. This study examines cultural norms, organizational policies, and workplace practices sustaining gender inequality in executive positions in Taiwan and Guatemala. Using a quantitative research design, data were collected from a cross-sectional survey of 250 women executives in private organizations. The findings highlight cultural norms and organizational policies as key factors perpetuating the gender gap. Traditional gender roles and male-dominated networks act as barriers, while inclusive practices and leadership development programs promote equality. Organizational culture also mediates the relationship between inclusivity and leadership opportunities, emphasizing the role of empathy-driven policies. This research aligns with the 2030 Agenda for Sustainable Development, particularly SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities), underscoring the need for gender-equal leadership to foster innovation and sustainable growth.

Since 2019, the world has been affected by COVID-19. The tourism industry, in particular, has suffered greatly. For instance, widespread travel restrictions have directly led to unemployment among tourism practitioners, especially tour leaders engaged in leading overseas tour groups. In the current environment, tour companies are limited to training only, and as such have chosen to focus on strengthening three critical areas: the leadership, psychological, and professional skills of their tour operators. This study contributes to the tourism literature by examining the direct and indirect effects of accountability on ownership of organization behavior (OOB) and tour leader personality in the context of the tourism industry, in order to expand the sustainable development of the tourism industry. The definition of OOB is that the psychological influence of the tour leader will affect their behavior, and the psychological consequences of the tour leader will be affected by experience (such as seniority of the team leader or number of tour groups). A structured questionnaire was used to survey tour leaders who hold an international license in Taiwan. The direct mediating influences of competence and having a place (psychological antecedents) on their accountability was confirmed. OOB also partially mediated the direct positive effect of the practice mechanism on their accountability. Our results also confirmed that competence and having a place are important predictors of the practice mechanism, and are better predictors of accountability than OOB. These findings should enhance the organizational design and marketing options available to travel agency businesses, as well as offering guidance to managers attempting to shape and mold their organizational culture and the behaviors of tour leaders associated with the implementation of OOB, in order to improve accountability in the sustainable business model of tourism.