The competence of a project manager is pivotal in influencing the success of construction projects and significantly affecting project performance. To explore the influence mechanism of project manager competency on the performance of area development projects, this study adopted a combination of structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze 392 valid questionnaires. The results of SEM show that organizational communication plays a partial mediating role between project manager competency and project performance. Meanwhile, project scale positively moderates the relationship between project manager competency and project performance. To further reveal the complex interactive relationships among multiple factors, this study employed fsQCA. This method identified two paths of antecedent configurations that trigger high performance, namely the organizational communication-driven configuration and the knowledge-management-driven configuration. These findings indicate that high performance in area development projects results from the synergistic effect of multiple factors rather than a single factor. The results of the study expand the research scope concerning the relationship between project manager competency and project performance, providing theoretical references for the selection and cultivation of project managers. Furthermore, they offer scientifically grounded and effective recommendations to help construction units enhance the performance of area development projects.
In the race to net-zero, energy-intensive firms face significant challenges transitioning to AI-enabled green innovation (AIGI), which requires strategic orchestration of collaborative innovation across ecosystems. Based on an exploratory multiple case study of four leading Chinese energy-intensive firms (ecosystem orchestrators), we develop a multi-stage framework describing the scarcely understood process of how orchestrators address high -stickiness transformations to facilitate ecosystems in achieving AIGI. The findings demonstrate that ecosystem orchestrators identify and address transformation stickiness caused by AI function iteration through three iterative stages: assessing ecosystem readiness, creating institutional environments, and integrating ecosystem actors. This study contributes to ecosystem and green innovation literature by theorizing a structured orchestration process that is adapted tothe top-down strategic transformation intent of energy-intensive firms and matches differentiated ecosystem orchestration activities to diverse transformation stickiness. For engineering managers, the framework provides a diagnostic tool for continuous assessment and improvement, enhancing their capabilities in orchestrating ecosystems toward sustainable AIGI outcomes.
In the current digital era, implementing an effective governance system is crucial for project-based organizations (PBOs). The scientific issue addressed in this study is the lack of understanding of how project governance interacts with digital maturity and organizational parameters in driving innovative project success in PBOs. This study aims to investigate the relationship between project governance and innovative project success, mediated by digital maturity, and moderated by transformational leadership and flexible culture. Drawing on the resource-based view (RBV) and dynamic capabilities theory (DCT), we develop a theoretical model and employ a field survey with 215 Pakistani PBOs, analyzed using PLS-SEM. RBV examines how project governance within an organization operates, while DCT demonstrates the adaptive capabilities of digital maturity through culture and leadership practices that are associated with success. The empirical findings demonstrate that project governance is positively associated with innovative project success both directly and indirectly through the mediation of digital maturity. Furthermore, the relationship between digital maturity and innovative project success is also positively associated with transformational leadership and flexible culture. The study findings show that effective governance in digitally mature organizations, in conjunction with leadership and culture, is essential to foster innovation-driven project success in PBOs. Future research may investigate other external conditions, including agile organizational structure and governance issues throughout the project life cycles, leadership and culture, and the competency of individual team members in connection with organizational digital maturity.
