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The purpose of this article is to investigate the influence that firm-specific characteristics, such as organisational capabilities, risk management methods and stakeholder relationships, have on political risks (PRs) that are associated with multinational construction projects in Pakistan.

The methodology employed in this investigation involved the acquisition of data through the use of questionnaires administered to experts in the construction industry. The research applied a quantitative method, and the sources of the data are from the Pakistani stakeholders. One hundred questionnaires were used for the data collection during field visits. Based on the data, it has been ensured that the valid questionnaires were utilised, and the data were tested for validity and reliability. The analysis tool utilised was SPSS software. For the questionnaire, a total of 15 firm-specific factors were considered in order to design the survey, which specifically targeted the identified features. The factors identified as risks were investigated using quantitative method to determine firm-specific risks.

It was found that when stakeholders have a better grasp of these dynamics, they are better able to strengthen their resilience and efficacy in managing PRs, which ultimately increases the likelihood that the project will be successful.

International construction projects (ICPs) in emerging countries are substantially impacted by PRs, which can have a considerable impact on their success and sustainability. The study is localised and not generic as it is limited to Pakistan, and the risk factors considered are firm-specific but related to PRs.

By identifying key risk factors, these firms can develop targeted risk management strategies, leading to enhanced decision-making and more efficient resource allocation. Effective strategies include diversification, local partnerships and comprehensive risk assessments tailored to the unique challenges faced by international contracting firms in Pakistan.

ICPs in emerging countries like Pakistan face critical problems, which include the presence of PRs. Although the larger political environment plays a significant part, the manner in which businesses navigate and mitigate PRs is also influenced by firm-specific elements.

The study is novel in terms of the factors looked at, the data, the conceptual framework and the findings of the study. The dynamic political scene, which is characterised by instability, policy changes, corruption and geopolitical conflicts, poses significant dangers to the timeliness of projects, the expenses of such projects and the investments that are made in those projects.

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.

Although knowledge transfer in the context of projects and project-based organizations (PBOs) has gained increasing attention from academia and industry, it is not clear how knowledge transfers from projects to their parent PBOs. This research aims to explore the main factors influencing knowledge transfer from projects to their parent PBOs, and analyze how these factors integrate the transfer process as system components using the system dynamics (SD) method.

Based on the literature review, investigation and interview, this paper adopts the event analysis to obtain the influencing factors from historical cases and establishes a conceptual model of knowledge transfer from five dimensions, which simultaneously considers the knowledge sender, knowledge receiver and the relationship between the knowledge sender and receiver, knowledge features and transfer context. Then, the relationships between variables in the qualitative model were clarified, and a quantitative model including seven feedback loops was established using the SD model. Lastly, the system simulation and sensitivity analysis of the main parameters were realized in Vensim PLE software.

The simulation analysis results show that the model can simulate the knowledge transfer process from projects to the PBO to a certain extent. This research fully demonstrates the impact of variables from five dimensions on knowledge transfer and incorporates the knowledge gap and transfer threshold in the research category. Moreover, the rationality of seven feedback loops proposed in the model was verified. And the effects of various factors on the amount of knowledge transferred and the PBO's knowledge stock were examined through sensitivity analysis. Furthermore, recommendations for developing an integrated knowledge transfer mechanism of PBOs and projects to enhance transfer effect are offered.

This research provides other researchers with a systematic understanding of transfer process from projects to PBOs, and insight for further research on knowledge transfer in project and organization contexts. Furthermore, this study guides researchers to focus on the causal processes that constitute knowledge transfer and explores the expected and unexpected phenomena generated over time. However, some variables involved in the transfer process are simplified, and the establishment of a more complex dynamic model needs further research and discussion.

By establishing a simulation model for knowledge transfer from projects to their parent PBOs, this study helps project teams and PBOs grasp the overall picture of the transfer process. Especially, this paper provides target-oriented recommendations for project and PBO managers to implement effective knowledge transfer practices, which have certain practical values for knowledge cultivation, coordination, reuse and innovation in the organization.

This study contributes to knowledge management and project management literature by simulating the knowledge transfer process from projects to their parent PBOs. Additionally, this paper provides a reference for PBO and project managers to establish an integrated knowledge-transfer mechanism in the work process and comprehensively implement effective knowledge transfer practices.

Despite the knowledge transfer in project contexts which has been extensively studied by scholars, the study on inter-organizational knowledge transfer in international construction projects is still scattered and unsystematic. This research aims to explore the key factors influencing inter-organizational knowledge transfer of international construction projects and analyze how these factors interact to create a synthetic framework that enhances the effectiveness of knowledge transfer (EKT).

At first, eight factors influencing inter-organizational knowledge transfer within international construction projects were identified, which were from the four dimensions of subject, relationship, channel and context, namely cultural distance, connection strength, organizational climate, intercultural competence, information technology capability, transmit willingness, receive willingness and richness of transfer channels. Then, a conceptual model was developed and 13 hypotheses were formulated, which were derived from a literature review and in-depth survey. After that, data from 353 respondents were collected and analyzed, and the hypotheses were tested by structural equation modeling analysis and bootstrapping test.

The results suggest that cultural distance hinders transfer willingness, which further affects EKT. Connection strength affects EKT by positively influencing transfer willingness and channel. Besides, organizational climate and intercultural competence positively influence transfer willingness and further affect EKT, while information technology capability affects the richness of transfer channels.

This research gives a thorough examination of the determinants influencing inter-organizational knowledge transfer of international construction projects, thus formulating available approaches that project managers and personnel can employ to effectively facilitate EKT.

Despite the knowledge transfer between projects has received increasing attention from scholars, few scholars still conduct comprehensive research on inter-project knowledge transfer from both horizontal and vertical perspectives. Besides, knowledge transfer is affected by multiple antecedent conditions, and these factors should be combined for analysis. Therefore, this paper aims to explore the key factors influencing knowledge transfer between projects using the fuzzy-set qualitative comparative analysis (fsQCA) method from both horizontal and vertical perspectives and how these factors combine to improve the effectiveness of knowledge transfer (EKT) between projects.

First, nine factors affecting knowledge transfer between projects were identified, which were from the four dimensions of subject, relationship, channel, and context, namely temporary nature (TN), time urgency (TU), transmit willingness (TW), receive willingness (RW), trust (TR), project-project transfer channels (PPC), project-enterprise transfer channels (PEC), organizational atmosphere (OA), and motivation system (MS). Then, the source of the samples was determined and the data from the respondents was collected for analysis. Following the operation steps of the fsQCA method, variable calibration, single condition necessity analysis, and configuration analysis were carried out. After that, the configurations of influencing factors were obtained and the robustness test was conducted.

The results of the fsQCA method show that there are five configurations that can obtain better EKT between projects. Configuration 3 (∼TN * ∼TU * TW * RW * TR * ∼PPC * PEC * MS) has the highest consistency, indicating that it has the highest degree of the explanatory variable subset. Configuration 1 (∼TN * ∼TU * TW * RW * PEC * OA * MS) has the highest coverage, meaning that this configuration can explain most cases. Also, the five configurations were divided into three types: vertical transfer, horizontal-vertical transfer, and channel-free transfer category.

Firstly, this study explores the key factors influencing knowledge transfer between projects from four dimensions, which presents the logical chain of influencing factors more clearly. Then, this study divided the five configurations obtained into three categories according to the transfer direction: vertical, horizontal-vertical, and channel-free transfer, which gives implications to focus on both horizontal knowledge transfer (HKT) and (VKT) when studying knowledge transfer between projects. Lastly, this study helps to realize the exploration of combined improvement strategies for EKT, thereby providing meaningful recommendations for enterprises and project teams to facilitate knowledge transfer between projects.

The purpose of this paper is to explore the micro-level variables contributing to political risks in international construction projects.

A total of 25 micro-level variables were identified from the literature review, and a questionnaire survey was performed with 138 professionals from both academia and industry. Then, the Spearman rank correlation was used to test whether there was agreement on ranking between the two respondent groups. Furthermore, the 25 variables were grouped into six underlying factors through the exploratory factor analysis.

The results indicated that the most critical variables were “project desirability to the host country,” “relationship with governments,” “misconduct of contractors,” “public opposition to the project,” “experiential knowledge of political risks” and “advantageous conditions of contract.” In addition, the opinions within each group were consistent and there was no significant disagreement on the rankings of variables between academics and practitioners. However, the academic and practitioner groups held different opinions on some individual variables. The impact direction of the variables was associated with confusion among the respondents.

The findings presented in this paper can help international construction enterprises effectively manage political risks in international construction projects.

This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.

A conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.

The findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.

On the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.

This study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.

This study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.

This paper aims to explore the key risk factors affecting the Personnel Localization Management of international construction projects under the major public emergencies represented by the novel coronavirus pneumonia pandemic (hereinafter COVID-19) and how the public emergency affected the Personnel Localization Management from three levels: staff turnover rate, the number of different personnel, the salary and performance of workers. The paper also helps to enhance the construction enterprises' response capacity of major public emergencies and provides a comprehensive framework of optimization strategies for the Personnel Localization Management of international construction projects (hereinafter projects).

The main research method of this paper is the case study, and ten representative international construction projects are selected for case study in China construction enterprises (hereinafter CCE). And this study used the failure mode and effects analysis (FMEA) and comparative analysis to find out all potential risk factors under the COVID-19 and analyze how the epidemic affects the Personnel Localization Management of projects which based on the primary data from 10 projects obtained through in-depth interviews and the secondary data from China First Metallurgical Group and Central South Construction Group's Overseas Enterprise.

The findings show that the outbreak of the major public emergencies not only greatly increased eight risk factors but also directly led to an increase in staff turnover rate. Meanwhile, the numbers of Chinese and local managers and workers are all affected, and an increase in the number and the salary performance of local workers can be reduced, to a certain extent, to the cost-to-output ratio of the projects. The findings would help construction enterprises better cope with Personnel Localization Management and enhance the response capacity of major public emergencies.

This study will broaden researchers' horizons regarding “Personnel Localization Management under major public emergencies” and “risk factors of Personnel Localization Management in an international context.” Furthermore, construction enterprises looking for a better mechanism of Personnel Localization Management can benefit from research findings and lessons learned from the authors' case study during or before an outbreak of major public emergency. Lastly, the framework of optimization strategies for Personnel Localization Management can be used both for research purposes and practice issues in international construction projects.

The findings from the authors' case study offer the direction for international construction enterprises in China and other countries to formulate effective measures, strengthen overseas business and establish a crisis management mechanism for Personnel Localization Management under major public emergencies, and the findings provide emergency plans for projects to improve the public crisis handling capacity and respond to major public emergencies such as the COVID-19.

This study analyzes the impact of the COVID-19 on the Personnel Localization Management of international construction projects from the perspective of personnel. This study provides a theoretical reference for the international construction industry to actively respond to major public emergencies. Besides, the research is conducive to improving the emergency response mechanism in the construction industry, and further promoting the high-quality and globalized development of international construction.

This study provides other researchers with a comprehensive understanding of the risk factors affecting the Personnel Localization Management of projects under the COVID-19 and insight for further research on localization management, risk management, and project management.

Previous fraud studies focused on the influence of external environmental factors rather than the actor's own cognition or psychological factors. This paper aims to explore the influence of cognitive factors on people's intention to commit fraud in the construction industry.

A scenario-based questionnaire survey was conducted with 248 Chinese construction practitioners. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data.

The findings showed that perceived threat possibility and perceived threat severity positively affected people's attitudes towards fraud. The reward for compliance and response cost had adverse effects on people's attitudes. Attitude towards fraud and response efficacy directly influenced people's intentions to commit fraud.

The limitations of this study are that only behavioral intention data were collected, and a single scenario was designed. Despite these limitations, this study proposed a cognitive model to understand fraud in the construction industry and provided an empirical analysis using data from Chinese construction practitioners.

This study reveals the impact of cognitive factors on fraud in the construction industry. The results expand the understanding of fraud and propose a cognitive intervention framework to reduce fraud.

Knowledge loss (KL) is still an unfortunate fact, causing many challenges, including poor organisational performance, despite prior efforts to investigate knowledge retention methods. Therefore, this study identifies early approaches to combat KL and poor organisational performance, shifting focus on employee personality traits.

Grounded on the social exchange theory (SET) cross-section data from 400 Chinese construction knowledge employees were used to investigate the role of internal work locus of control (IWLC) on job rotation (JR), KL and organisational performance. The data were analysed through IBM SPSS Statistics 25 and SmartPLS 4 software.

The results demonstrated that IWLC minimises KL and positively influences JR. Then, JR negatively influences KL and decreases in organisational performance. The negative mediating effect of JR in the relationship between IWLC, KL and decreased organisational performance were also found. Finally, KL proved to positively influence a decrease in organisational performance.

This study contributes to the new understanding of individual behaviour and its influence on organisational outcome variables. Specifically, for ultimate KL prevention and organisational performance improvement, an organisation should understand its employees' behaviours to establish progressive collective learning and knowledge sharing.

This study contributes to the new understanding of individual behaviour and its influence on organisational outcome variables. Specifically, for ultimate KL prevention and organisational performance improvement, an organisation should understand its employees’ behaviours to establish progressive collective learning and knowledge sharing.

This study is the first attempt to explore the influence of personality traits in the early minimisation of KL, particularly the role of IWLC and JR in combating KL and improving organisational performance.