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A project manager’s (PM) emotional intelligence (EI) is essential for project performance (PP). However, the cause and effect and the potential moderators of the relationship between EI and PP remain disputed. Some scholars found a positive association between PMs’ EI and project outcomes, while some other studies showed non or negative relation. This paper aims to find the relationship between PMs’ EI and PP and the factors that influence this relationship based on diverse prior research.

This paper conducts a meta-analysis of 5,229 observations based on 24 independent studies from 1990 to 2021.

Results show that PMs’ EI has a significant positive influence on PP, and the project complexity and measurement of PP are two critical moderators explaining inconsistencies in existing research.

The current study proposes suggestions for construction companies on PMs’ selection and training. This study also offers suggestions for PMs in management practice.

To the best of the authors’ knowledge, this study is the first to explore the inconsistencies in prior research results on the relationship between PMs’ EI and PP at the meta-analytic level. This research extends the current literature by revealing the factors leading to existing consistencies that are not explored before. This study implies that the meta-analysis method could help reach a balanced conclusion based on inconsistent results.

Limited use of Internet of Things (IoT) technology on construction sites has restricted its value in the construction industry. To propel its widespread application, this paper explores the influencing factors and action paths of construction companies' IoT technology adoption behavior.

First, literature research, technology adoption theories, and semi-structured expert interviews were employed to build the adoption model. Second, a questionnaire survey was conducted among Chinese construction contractors to collect empirical data. Third, the structural equation model method and regression analysis were used to test the adoption model. Finally, the findings were further validated with interviews, case studies, and field observations.

External environmental pressure (EEP), perceived benefit (PB), top management support (TMS), company resource readiness (CRR), adoption intention (AI), and perceived compatibility (PCA) have a direct positive impact on adoption behavior (AB). In contrast, perceived cost (PC) and perceived complexity (PCL) exert a direct negative impact on AB. The EEP, PB, and PC are critical factors affecting AB, whereas AI is strongly affected by CRR and TMS. Besides, AI plays a part mediating role in the relationship between seven factors and AB. Company size and nature positively moderate AI's positive effect on AB.

This paper contributes to the knowledge of IoT technology adoption behavior in the construction sector by applying the technology adoption theories. Exploring the implementation barriers and drivers of IoT technology in construction sites from the perspective of organizational technology adoption behavior and introducing moderating variables to explain adoption behavior are innovations of this paper. The findings can help professionals better understand the IoT technology adoption barriers and enhance construction companies' adoption awareness, demand, and ability. This work also provides a reference for understanding the impact mechanism of the adoption behavior of other innovative technologies in construction.

Human–robot collaboration (HRC) is an emerging research field for the construction industry along with construction robot adoption, but its implementation remains limited in construction sites. This paper aims to identify critical risk factors and their interactions of HRC implementation during engineering project construction.

Literature research, expert interviews, a questionnaire survey and a social network analysis (SNA) method were used. First, literature research and expert interviews were employed to identify risk factors of HRC implementation and preliminarily understand factor interactions. Second, a questionnaire survey was conducted to determine the degree of interactions between risk factors. Third, based on the data collected from the questionnaire survey, SNA metrics were used to find critical risk factors and critical interactions.

The critical risk factors consist of robot technology reliability, robot-perceived level, conflict between designers and users of construction robots, organisational culture, organisational strength, project cost requirements, changeability of project construction, project quality requirements and project safety requirements. The interactions between risk factors are strong and complex. Robot technology risk factors were relatively fundamental risk factors, and project risk factors had a direct influence on the risk of HRC implementation. The implementation cost of HRC was not identified as a critical risk factor. Individual risk factors could be mitigated by improving technical and organisational factors.

This paper contributes to the body of knowledge in the field of both HRC behaviours and its risk management in construction project management. Identifying the critical risk factors and their interactions of HRC implementation in the construction industry and introducing social network theory to the research on critical risk factors are the innovations of this paper. The findings and proposed suggestions could help construction professionals to better understand the HRC risk factors and to manage the risk of HRC implementation more effectively.

In the past few decades, traditional project management theories mainly focused on quality, cost and schedule. However, with larger scale and wider influence of infrastructure projects, especially in megaprojects, social problems have gradually become pressing issues in the field of project governance. As the public is the main body of society, public participation has attracted the attention from both the academic field and industry field. Despite people are gradually realizing the significance of public participation, a deeper and more systematic understanding is still needed to be developed in this field. Therefore, this paper aims to conduct a systematic literature review on public participation in infrastructure projects. Based on existing literatures, this paper draws a knowledge map and develops a research framework in this field. Also, this paper tries to provide some theoretical and practical directions for the future.

In total, 142 papers from Web of Science Core collection were selected to be used in this systematic review. Quantitative analysis of this paper is concentrated on the knowledge map with bibliometric tools. Qualitative analysis is concentrated on identifying the research framework.

This paper reviewed existing literatures and the results are as below. Firstly, the results show a knowledge map containing knowledge domains, knowledge frontiers and knowledge evolution of research fields in public participation. Secondly, the results indicate a research framework in this field, including situational dimension, implementation dimension, individual dimension and influence dimension. Moreover, each dimension has several research topics, respectively. Finally, according to the results, the paper proposes practical suggestions for stakeholders and research directions for further study.

It is the first paper to draw a holistic knowledge map and build up a multilevel framework for public participation in the field of infrastructure projects. This paper bridges the gap in both quantitative and qualitative identification of existing literatures in this field. Besides, this paper proposes some practical suggestions and research directions for further study and development of public participation.

Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model.

The authors use a sample from a private and local company in Southern China to test their theoretical model.

The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety).

In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West.

One important implication is that off-work relationship should be used by managers to encourage employee voice.

This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance.

The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China.

Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict.

The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance.

Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.