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In times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership.

The author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM.

Results show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success.

In this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success.

The paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment.

The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).

A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).

Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.

The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.

This study is the first to examine how big data analytics (BDA) capabilities affect green absorptive capacity (GAC) and green entrepreneurship orientation (GEO). It uses the dynamic capability view, BDA and knowledge-sharing literature. There is a lack of studies addressing the BDA–GAC and BDA–GEO relationships and their potential impact on green innovation. Continuing the ongoing research discussion, a few studies examined the vital implications of knowledge sharing (KS) on GAC, GEO and green innovation.

The study used a cross-sectional and stratified random sampling technique to collect data through self-administered surveys among Chinese manufacturing firm employees. The study applied SmartPLS to analyze the obtained data.

The findings revealed that BDA capabilities positively influence GAC and GEO. In addition, GEO and KS positively impact green innovation. The KS recorded a positive impact on GAC and GEO. Furthermore, GAC and GEO recorded a partial mediating effect.

The study acknowledges that GAC is the backbone of a firm green entrepreneurial orientation, which needs to be aligned with BDA capabilities to anticipate future green business trends. GAC's help drives GEO's green business agenda. KS plays a strategic role in developing GAC, fostering GEO and improving green innovation.

The study highlights the necessity of aligning BDA capabilities to fit firms' GEO green business agendas. This study focuses on the role of BDA capabilities in developing firms' green dynamics capabilities (e.g. GAC), which helps GEO drive superior green business growth. KS develops GAC and boosts GEO to enhance green innovation.

Software process tailoring (SPT) is a knowledge- and learning-intensive activity in which a software project team customizes its software development processes to accommodate project particularities. Because SPT critically influences how a project is conducted, SPT performance should be investigated, but the extant literature lacks investigations into how team knowledge mechanisms and team environments contribute to SPT performance. To fill this gap, this study looks into a team's absorptive capacity (AC) and combines a transactive memory system (TMS) and team climate inventory (TCI) to develop a theoretical research model to facilitate the understanding of SPT performance.

This paper is a conceptual study that uses the propositional methodology with a focused review of existing literature pertaining to SPT, AC, TMS and TCI to develop a theoretical model to foster SPT performance. Because this study is conceptually established, further empirical research and studies are also suggested.

The proposed model provides guidance for firms conducting SPT. It also contributes to future research aiming to empirically understand the mechanisms behind the identified team-based knowledge and environmental enablers in the dynamic team learning process that lead to superior SPT performance.

The proposed model provides a fresh look at the dynamic capabilities theory in SPT and innovatively identifies a team's dynamic learning process to show how a team can conduct effective SPT through AC and facilitated by TMS. Environmental climates characterized by vision, participative safety, task orientation and support for innovation act as positive moderators in promoting the team dynamic learning process.

This research aimed to investigate absorptive capacity's (AC) mediating effect among four important organizational factors, namely transformational leadership (TL), innovative culture (IC), organizational structure (OS), organizational climate (OC)) and competitive advantage (CA).

A survey method was used for data collection and 107 valid responses were received from managers and top executives of different hotels operating in Pakistan. Statistical Package for the Social Sciences (SPSS) and Partial Least Squares-Structural Equation Modelling (PLS-SEM) statistical techniques were used to analyze the data and test the hypotheses.

The findings infer that OC positively affects CA by improving AC in an organization. Furthermore, AC was found as a partial mediator for the relationship among TL and CA as well as for the relationship among IC and CA.

Despite the abundance of research on AC, the empirical studies regarding Ac's mediating effect among various organizational factors and CA are limited. Therefore, this paper makes a noteworthy contribution to the body of knowledge by testing the mediating effect of AC among various organizational factors and CA with reference to hospitality sector in Pakistan.