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The scarcity of literature related to the PPP (public-private partnership) barriers in construction projects within war areas, and hence the dearth of information to deliver viable and effective strategies to those barriers, are the primary causes for the failures of PPP schemes in such areas, particularly in Palestine. Financial and non-financial investments are more problematic in war zones than non-war nations and may escalate barrier for projects' success. The investigation purposes to discover proper answers to the barriers of PPP infrastructure schemes and highlight the execution of barrier reactions.

Specialists were asked to deliver approaches to alleviate 21 barriers and recommend the period needed for applying them. Later, the relevance of alleviation events was examined through prioritization according to the results attained from three elements, i.e. the impact of every barrier and the strategy's viability and efficacy.

While the most unfavorable barrier was finalized to be the unfeasibility of delivering physical security, the most valid answer was associated with the lack of government cohesiveness and responsibility to perform its duties. The discovered barriers are typical within warring nations, but the paper concentrated on Palestine.

This study is an initial effort to examine PPP barriers in Palestinian infrastructure projects. The presented strategies can be applied as a novel set for barrier reaction improvement in occupied nations such as Palestine. Moreover, the results can develop the usage of PPP and enhance the barrier sharing in this scheme.

This study explores the factors influencing knowledge hiding (KH) in international construction projects (ICPs), focussing on the role of ethnic minorities (EMs) and interpersonal distrust (ID). It also aims to understand how these factors influence KH and explore the mediating effect of ID on the relationship between EMs and KH.

A survey questionnaire was developed and distributed to professionals participating in ICPs. We used structural equation modelling (SEM) to analyse 294 valid responses, examining the effect of EMs, ID and demographic variables on KH behaviours. Our approach integrates insights from social identity theory (SIT) and actor network theory (ANT) to provide a comprehensive framework for understanding the observed dynamics.

The findings reveal that EMs significantly influence KH behaviours, with ID partially mediating this relationship. Additionally, demographic variables such as gender and age also play significant roles in KH behaviours. However, the degree of education did not show a significant impact on KH. Our results emphasise the critical importance of addressing ID and fostering inclusive environments to reduce KH.

While our study sheds light on the complex dynamics of KH in ICPs, further research could explore additional contextual factors and organisational influences. While our study emphasises the importance of inclusive practices and trust-building to mitigate KH, it also recognises the need for a deeper understanding of power dynamics and organisational contexts.

Our findings underscore the importance of creating transparent and inclusive cultures of knowledge sharing (KS). Implementing inclusion initiatives and providing cultural awareness training can enhance project outcomes and organisational success. We also propose a practical framework to mitigate KH by promoting trust, inclusivity and effective KS practices.

This study contributes to the understanding of knowledge management in multicultural project teams by integrating SIT and ANT, offering a comprehensive perspective on the factors driving KH in ICPs. The findings pave the way for future investigations into power dynamics and organisational contexts within ICPs.