An equal and high-quality partnership between public and private sectors is essential to the sustainable development of public–private partnership (PPP) projects. However, in the special social circumstance in China, the public sector has a strong voice in PPP projects. According to the existing research on PPP project failure, the government's dishonest performance and negative cooperative attitude and the private sector's speculative behavior of concealing information will lead to termination or even failure of project. The attitude and behavior that reflect the relationship orientation of public sector may determine whether the private sector adopts an opportunistic behavior. However, few studies have revealed the mechanism of relationship orientation on opportunism in PPP projects. This paper proposes the connotation of the public sector's relationship orientation and designs a measurement scale from three aspects: emotional relationship orientation, instrumental relationship orientation, and rent-seeking relationship orientation. Based on the data from large construction enterprises, financial institutions and investors, and scholars with practical experience in PPP projects, this paper explores the mechanism of the public sector's relationship orientation on the private sector's justice perception and opportunistic behavior by using the structural equation model (SEM). The results show that the public sector's relationship orientation significantly affects the formation and development of the private sector's justice perception and opportunistic behavior, justice perception plays a mediating role in the process of relationship orientation acting on opportunistic behavior, and the instrumental relationship orientation is more conducive to reducing the opportunistic behavior. The results provide new ideas for changing the public sector's concept and attitude and regulating behavior in PPP projects.

The accident rate is high in subway maintenance work, and most of the accidents are caused by human factors, especially the lack of sensitivity to risk perception, the lack of rigorous attitude towards safety and the lack of safe citizenship behavior (SCB). Therefore, it is very important to study the risk perception (RP), safety attitude (SA) and SCB of metro maintenance staff in order to reduce the accident rate. In order to reduce human errors and accidents, this study analyzed the influence of metro maintenance staff’s RP on their SCB and the mediating role of SA. Based on previous studies, this paper uses the risk perception scale, safety attitude scale and safety citizenship behavior scale as research tools. A survey was administered at the Subway Company, and altogether 268 valid questionnaires were used, and the data were analyzed by SPSS19.0 (IBM, Armonk, NY, USA) and AMOS 24.0 (IBM, Armonk, New York, NY, USA). The result reveals that SA plays a complete mediating role between metro maintenance staff’s RP and their SCB; and SA has a positive influence on SCB; RP has a positive influence on SA; and SA positively predicts SCB.

In China, the government is not only responsible for the supply of local public facilities and services, but also the maker of public-private-partnership (PPP) policies and systems, and has a greater voice in PPP projects. The attitude and behavior of the government are essential to the sustainable development of PPP projects. This research focuses on the deep-seated connotation of the external attitude and behavior of the government, that is, the impact mechanism and path of the government’s relation orientation on project sustainability. First, enrich the connotation of the government’s relation orientation, project sustainability, and project governance, and improve the measurement scale. Then, construct a structural equation model, collect data through questionnaires, and explore the path of the government’s relation orientation on project sustainability. The research results show that: (1) different relation orientations have different effects on project governance and project sustainability, among which instrumental relation orientation and rent-seeking relation orientation will directly affect project sustainability; (2) relationship governance and contract governance play different mediating roles. The research results provide new ideas and perspectives for improving project governance mechanisms and project sustainability in the practice of PPP projects in China.

Project teams often work in a turbulent and uncertain environment, which tends to bring various dilemmas to them over the projects’ duration. Resilience makes it possible for project teams to minimize, manage, and mend the damage caused by adversities. The research on project team resilience is emerging, but not fully developed. Many inputs of project team resilience including team composition have attracted less or even no attention. We explored the influence of team composition on project team resilience from the perspective of proximity and discussed the role of knowledge sharing and team cohesion in their relationship. An analysis of 256 responses from Chinese construction project teams shows that (a) cognitive proximity has a U‐shaped effect on project team resilience, knowledge sharing, and team cohesion; (b) value and social proximity positively affect project team resilience, knowledge sharing, and team cohesion; (c) knowledge sharing and team cohesion have a positive influence on project team resilience and mediate the relationship between cognitive, value, social proximity, and project team resilience. This study enriches the empirical literature on team resilience, broadens the boundary of project management, team resilience, proximity, and conservation of resources theory, and provides practical suggestions and future direction.

It is very important to evaluate the structural behavior of shield tunnel lining reasonably to ensure the safe operation and maintenance of subway trains. In this paper, by virtue of the resilience theory, the resilience evaluation of the existing shield tunnel lining induced by the symmetrical excavation of adjacent foundation pit is conducted using the numerical simulation. Firstly, the structural behavior index of the shield tunnel lining is defined. Moreover, using the evolution of structural behavior index along with the symmetrical excavation steps of adjacent foundation pit, the calculation method of the resilience index of the shield tunnel lining and grade of resilience are proposed. Secondly, numerical simulation is conducted to compare the degree of influence of three different block symmetrical excavation methods of the adjacent foundation pit on the structural deformation of existing shield tunnel lining. Finally, based on the proposed resilience evaluation method, the structural deformation index and the resilience index of the existing shield tunnel lining are calculated under three different block symmetrical excavation methods, which indicates that the control effect of different block symmetrical excavation methods of the adjacent foundation pit varies greatly. Moreover, it is necessary to adopt the fine excavation method of foundation pit by sections to better control the deformation of the existing shield tunnel lining.

A project manager’s emotional intelligence (EI) is essential to project success. However, the mechanism in this cause and effect remains a black box in extant literature. China is now the world’s largest construction market, and figuring out the mechanism of construction project manager’s (CPM’s) EI on project success is meaningful for developing the global construction market. This study conducted an in-depth interview with 24 CPMs with more than 5-year experience in construction project management. The grounded theory was employed to profile the application of CPM’s EI and to build the multilevel mechanism that explains the influence of CPM’s EI on project success. The mechanism framework conforms to the existed input–process–output (IPO) theory. It consists of a team-level mechanism (including the positive team atmosphere, shared vision, and team cohesion) and an individual-level mechanism (i.e., organizational citizenship behavior directed at the organization, perceived supervisor support, trust in leader, and subordinate’s psychological and emotional health). This study further proposed that the effect of this mechanism does not work immediately but develops with time passing. Implications for further research and project management practice are discussed in the end.