This paper aims to identify the major research concepts studied in the literature of sustainability in construction projects. Two bibliometric analysis tools—(a) BibExcel and (b) Gephi, were used to analyze the bibliometrics indices of papers and visualize their interrelations as a network, respectively. Therefore, a research focus parallelship network (RFPN) analysis and keyword co-occurrence network (KCON) analysis were performed to uncover the primary research themes. The RFPN analysis clustered the studies into three major categories of evaluating sustainability, project management for sustainability, and drivers of sustainable construction. The KCON analysis revealed that while each paper had a different focus, the underlying concept of all clusters was sustainability, construction, and project management. We found that while ‘sustainability’ was the leading keyword in the first cluster, i.e., evaluating sustainability, it was the second top keyword with the eigenvector centrality of over 0.94 in the other two clusters. We also found that the concept of sustainability should be included in construction projects from the early stages of design and feasibility studies and must be monitored throughout the project life. This review showed that previous researchers used a variety of statistical and mathematical techniques such as structural equation modelling and fuzzy decision-making methods to study sustainability in construction projects. Using an integrated approach to identifying the research gaps in this area, this paper provides researchers with insights on how to frame new research to study sustainability in construction projects.

Purpose: This conceptual article proposes and explores Agent Project Management (APM) as a governance-first model for integrating AI agents into project workflows. We examine how AI agents can revolutionise project management by boosting efficiency and enhancing decision-making, while addressing critical governance, accountability and risk concerns. Design/methodology/approach: This viewpoint article synthesises existing research to develop a novel APM model. It is framed through an original integration of three complementary lenses: socio-technical systems, governance and decision rights, and project-as-practice. Findings: The article presents the APM model, built upon four core constructs (data maturity; transparency/auditability; conditional autonomy with escalation; benefits-aligned objectives), and formulates four testable propositions linking these constructs to project performance, trust, and value. Originality/value: The article's primary contribution is the development and positioning of the APM model, which provides a structured framework for human–agent teamwork with conditional autonomy and inspectable accountability. The integration of the three theoretical lenses and the articulation of the four propositions offer distinct and actionable foundations for future research and practice.

Purpose: This study investigates how organisations respond to sustainability when it becomes a central strategic priority, particularly through project environments. The research seeks to understand the factors influencing organisational responsiveness to sustainability imperatives in projects, addressing a key gap in sustainable project management literature. Design/methodology/approach: The study employed a thematic meta-synthesis of qualitative case studies from multiple countries and different economic sectors. Using grounded theory, data were coded to identify first-order concepts, second-order themes and aggregate dimensions, culminating in the development of a conceptual model of dynamic adaptation. Findings: The analysis revealed three interrelated dimensions that shape organisational responsiveness: strategic governance for sustainability, adaptability to internal and external change and operational proficiencies in data and technology. Together, these dimensions enable dynamic adaptation, illustrating how governance continuity, structural flexibility and evidence-based decision-making contribute to embedding sustainability in projects over time. Research limitations/implications: The study relies on secondary data, with limited insight into the context-specific dynamics of individual projects. Future research should test the conceptual model through longitudinal and empirical studies using primary data. Practical implications: Organisations, particularly in public and not-for-profit sectors, can use the model to assess and enhance their strategic responsiveness to sustainability. Investment in governance mechanisms, adaptive capacity and analytical proficiencies is critical for project success. Social implications: Improved responsiveness in organisational projects has the potential to accelerate sustainable development goal achievement, particularly in sectors or regions facing sustainability inertia. Originality/value: The paper offers a novel conceptual model that integrates strategic management and project studies to explain how organisations dynamically adapt to sustainability imperatives through projects.

Australian government organisations are pivotal in helping to meet the United Nations sustainable development goals. Yet while these organisations promote sustainability in their strategic plans, they struggle to embed these same commitments into their own infrastructure and construction projects. This study examines this persistent disconnect using the lens of strategic decoupling, which explains how organisations symbolically align with external expectations while internal practices remain unchanged. Using a two‐stage qualitative design, we conducted a positivist discourse analysis of strategic artefacts from six government organisations and a theoretically informed interpretivist analysis of 30 interviews with project professionals, framed by strong structuration theory. We identify widespread policy–practice decoupling, reinforced by institutional inertia and the flawed success logic in project management's iron triangle. Our findings reveal the moral burden experienced by middle managers who, as reflexively knowledgeable actors, find their professional identities in conflict with organisational mandates. We extend strategic decoupling theory by introducing the interpretive authority of middle managers and the concept of strategic recoupling. These are intentional efforts by agents to bridge the gap between rhetoric and practice. We call for systemic reform, including strengthened accountability and targeted support for managers to shift sustainability from a ceremonial commitment to an operational reality. Points for practitioners: Government sustainability policies often decouple from project reality, creating persistent gaps between rhetoric and practice. Middle managers act as pivotal agents for recoupling but lack sufficient institutional authority and support. Middle managers strengthen accountability by embedding measurable sustainability targets and post‐project impact reviews into governance frameworks. Middle managers integrate sustainability ratings into design‐phase documents to avoid procurements locking in high‐emission materials.