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Hoisting is an essential construction work package, but there is still a high incidence of accidents due to insufficient attention to coping strategies. This study aims to provide decision support to practitioners on safety protocols by developing a multi-stakeholder risk response model and a novel evaluation method.

Firstly, the study summarizes the hoisting risk response strategies system through a literature review and stakeholder theory. Secondly, the study constructed a quantitative theoretical model based on GLS-SEM and questionnaires. Third, the EWM-VA evaluation method was developed to determine the value coefficients of strategies.

The strategic interaction between government and consultants, consultants and builders, and government and builders are in the top three pronounced. Three coping strategies, “Increase funding for lifting equipment and safety devices,” “Improve the quality of safety education and training on lifting construction,” and “Conduct regular emergency rescue drills for lifting accidents,” have the optimal ratio of benefits to costs.

The hoisting risk strategy model from the perspective of multi-interested subjects proposed by the study is based on the global thinking of the project, which reduces the troubles such as the difficulty of pursuing responsibility and the irrational allocation of strategies that were brought by the previously related studies that only considered a single interested subject. In addition, the EWM-VA evaluation method developed in the study also provides new options for evaluating risk strategies and has the potential to be extended to other fields.

This study aims to explore the influence of construction project manager competencies on team performance, using structural equation modeling (SEM) within the framework of social information processing theory. It investigates the multidimensional nature of project manager competencies and their impact on team processes and outcomes. Additionally, the study examines the mediating role of team processes in the relationship between competencies and team performance.

Drawing on data collected from 483 construction professionals in China, this study uses SEM to analyze the relationships among project manager competencies, team processes and team performance.

The results demonstrate a significant and positive effect of competencies on team performance. Specifically, task-related competencies directly contribute to performance, while people-related competencies enhance leader-member relations, and self-related competencies exert a gradual, cumulative influence. Moreover, the research confirms a three-factor competency structure and elucidates the nuanced mediating roles of team learning, monitoring and climate in the competency-performance relationship, shedding light on how specific competencies affect different stages of team development.

This study contributes to project management literature by applying social information processing theory to elucidate how project managers influence team cognition through competencies. From a practical standpoint, it advocates for a competency-based approach to project manager selection and training, aiming to enhance team performance. Overall, this research advances the understanding of the intricate interplay between project manager competencies and team performance, using SEM and a theoretical perspective rooted in social information processing theory.