Artificial intelligence has become a core enabling factor for raising the standard of sustainable project management, and it can effectively strengthen organizational capacity, innovation levels, and the quality of environmental decision-making. Against this backdrop, this study is an original empirical study focused on organizations implementing green projects in Malaysia. Its core research objective is to explore the impact of AI-driven green project management on sustainable project performance. The study incorporates the following variables: antecedent variable MADANI sustainability orientation, core independent variable AI-driven green project management, mediating variable green innovation capability, moderating variables organizational green agility and green tax incentives, and dependent variable sustainable project performance. This study adopts a quantitative cross-sectional research design, and collected valid samples from 341 practitioners. It uses partial least squares structural equation modeling (PLS-SEM) to analyze the core conceptual model. The results show that the path coefficients and p-values between all core variables reach the threshold for statistical significance. The model’s explained variance for green innovation capability is 41.7%, and its explained variance for sustainable project performance is 49.2%. At the academic level, this study fills the literature gap in the research field of AI-enabled sustainable project management; at the practical level, it provides clear actionable guidance for local Malaysian organizations and policymakers to advance digital transformation and sustainable development initiatives.

In today's dynamic business landscape, projects are crucial for organizational success, leading to a greater emphasis on project-based operations. While traditional measures of project success, such as cost, time, and budget, remain relevant, they are increasingly recognized as insufficient. This study investigates the influence of inclusive leadership on project success within Pakistan's construction industry, focusing on the mediating role of project citizenship behavior (PCB) and the moderating effect of project complexity. Data were collected from 644 employees across various public and private construction projects in Pakistan using a cross-sectional survey. Partial least squares structural equation modeling (PLS-SEM) was employed using SmartPLS 4 software for data analysis. The results indicate that inclusive leadership has a positive and significant impact on project success. Furthermore, project citizenship behavior positively and significantly mediates the relationship between inclusive leadership and project success. Finally, project complexity negatively and significantly moderates the relationship between inclusive leadership and project success, but not the relationship between inclusive leadership and project citizenship behavior. This study contributes to the project management literature by highlighting the importance of inclusive leadership and PCB in driving project success. It also provides practical implications for managers in construction SMEs, emphasizing the need to cultivate inclusive leadership styles and foster a supportive environment that encourages PCB. The study concludes with limitations and directions for future research, including exploring other leadership styles, moderators, and mediators, utilizing longitudinal designs, and examining smaller-scale construction subsectors.

The Indonesian construction industry frequently experiences delays and cost overruns due to ineffective project management. This study aims to explore the relationship between project manager knowledge, specifically in the areas of leadership, communication, and technical skills, and its impact on project success. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) and Necessary Condition Analysis (NCA), data from 120 project managers were analysed. Findings reveal that both tacit knowledge and explicit knowledge significantly influence success, with tacit knowledge having a stronger total. Additionally, the NCA results indicate that leadership and technical skills are necessary conditions for achieving project success. Specifically, a minimum of 13.33% knowledge in leadership and 30.83% knowledge in technical skills are required to achieve 80% of project success. The study emphasizes the vital role of knowledge in improving project outcomes.

The global disruption of 2020-2022 forced organizations to reassess their resilience strategies, with executives agreeing to prioritize project management, data analytics, and problem-solving among the top 10 skills for their workforce. In this context, the role of the Project Management Office (PMO) in building resilience and achieving project success has been critically examined. While PMOs are assumed to enhance governance and structured guidance, it remains unclear whether their presence significantly influences resilience-building during disruptions. This study investigates this issue by conducting multi-group analysis (MGA) using data from 170 practicing project managers worldwide who navigated the global disruption. The study examines how Data Analytics Capability (DACP) and Project Management Maturity (PMMM) impact Project Resilience (PRES) and Project Success (PSUC), employing Partial Least Squares Structural Equation Modeling (PLS-SEM) for empirical validation. Results indicate that both DACP and PMMM significantly enhance resilience, with DACP demonstrating a comparatively stronger effect. Project resilience, in turn, has a robust positive impact on project success, highlighting its strategic value beyond mere survival. Notably, while multi-group analysis shows no statistically significant differences between PMO-supported and non-PMO-supported projects, this does not undermine the importance of PMMM and PMO support. Instead, it reinforces that structured governance and maturity practices are considered baseline expectations in high-reliability industries, rather than distinct differentiators of project resilience.

Nowadays, there are many uncertainties and risks prevailed in environment especially for information technology (IT) projects in Pakistan context. Behavioural aspects of project management play important role to attain success. Soft dimension of project implementation profile consists of critical success factors like top management support and client acceptance. The proposed study of this paper designs a questionnaire and examines the relationship between behavioural factors and project success. There were 223 respondents from the population of Pakistan software board directory. The results indicate that client acceptance had a positive and significant relationship with project success. Moderation was performed categorical of leadership style; transactional and transformational leadership style.

This study investigates the critical role of IT infrastructure and project flexibility in achieving project success within the financial sector. Based on resource-based theory and the dynamic capabilities perspective, we propose a conceptual model wherein IT infrastructure influences project success both directly and indirectly through its impact on project flexibility. Data collected from 190 financial sector professionals were analyzed using PLS-SEM. Our findings provide strong support for all hypothesized relationships. Specifically, we find that IT infrastructure has a significant positive impact on both project success and project flexibility. Furthermore, project flexibility is found to mediate the relationship between IT infrastructure and project success, indicating that a robust IT infrastructure contributes to project success, in part, by fostering greater project flexibility. These findings indicate the strategic importance of IT infrastructure investments for financial institutions seeking to enhance project outcomes in a rapidly changing and increasingly competitive landscape.

This study investigates the impact of different leadership styles on project success, specifically examining the mediating role of team collaboration. This study utilized a diverse sample of 202 respondents representing five distinct national contexts: Jordan, Saudi Arabia, China, Australia, and the United Arab Emirates. PLS-SEM were employed to analyze the relationships between transformational leadership, transactional leadership, laissez-faire leadership, team collaboration, and project success. Our findings reveal that both transformational and transactional leadership styles are positively associated with project success. Conversely, laissez-faire leadership demonstrated a negative relationship with team collaboration but did not directly predict project success. Importantly, team collaboration was found to mediate the relationship between both transformational leadership and project success, as well as between transactional leadership and project success. However, the hypothesized mediating role of team collaboration between laissez-faire leadership and project success was not supported. These findings underscore the critical role of leadership style and team collaboration in achieving project success, offering valuable insights for organizations and project managers seeking to optimize leadership practices and foster collaborative work environments.

All organizations and stakeholders would ideally like to see an information technology (IT) project managed successfully. Many researchers have strongly debated the importance of risk management in project management about the size of the project since it gives project managers a forward-looking view of risks and chances to increase the project's success. The main aim of the study is to determine how risk management parameters and their mediated effects impact the effectiveness of IT projects. Data was collected from 261 IT professionals involved in projects through a structured questionnaire and analyzed using regression and SEM to test their statistical significance and prove the hypothesis. The study arrived at some significant results which showed the relationship of Risk Identification and Risk Analysis on Risk Assessment, which impacts Project Success. It also showed that the success of the project depended on Stakeholders Tolerance and Risk Implementation. In addition to this, the study provides evidence that risk management does not influence the success of the project. The study's discovery of the intervening impact of risk management practices clarifies preconceived conceptions in the risk management sector.

During the innovation era and in the highly competitive environment, big data capabilities (BDCs) play a pivotal role in shaping competitive dynamics; the influence of these technologies on small and medium-sized enterprises (SMEs) operating in the retail sector is critically significant. This study is specifically focused on the retail industry, with a particular emphasis on how BDCs impact the project success, business continuity, and sustainability of SMEs within this industry. Our theoretical model was tested using a survey of 300 operations managers working in SMEs in the retail sector in the Middle East. PLS-SEM was conducted to analyze our collected data. Our results reveal that BDCs enhance project success and promote sustainability practices. The findings also reveal that BDCs have no impact on business continuity. By shedding light on the nuanced impact of BDCs on SMEs in the retail sector, this study contributes valuable insights to the existing literature, offering a deeper understanding of how these technological capabilities can drive success and sustainability in a highly competitive market environment.

The main objective of the present study is to investigate the risk factors influencing on construction firm’s project success in Pakistan. The study uses the partial least square structural equation modelling technique to analyse the data collected from 61 construction firms. The study finds positive impacts of design risk, financial risk, technical risk and labour risk on the success of the project. Alternatively, the current study finds no relationship between external risk factors and the success of the project. Furthermore, the current study suggests government and construction firms to consider the risk factors during the decision making for project implementation.