Organizational Agility as a Mediator between Project Management, Innovation, and Environmental Sustainability Practices on Project Success in the Construction Industry

Abstract

This study investigates how project management practices, innovation initiatives, and environmental sustainability practices influence project success, with a focus on the mediating role of organizational agility in the construction industry. While previous research has examined these factors individually, few studies have explored their combined impact on project outcomes within a mediated framework. A quantitative research design was adopted, and data were collected from project managers and organizational leaders using structured questionnaires. Structural equation modeling (SEM) was applied to test the hypothesized relationships and mediation effect. The results indicate that project management practices, innovation initiatives, and environmental sustainability practices positively affect project success, and organizational agility significantly mediates these relationships, enhancing their overall impact. The study contributes original insights by integrating environmental sustainability and innovation in a mediated model, emphasizing organizational agility as a critical mechanism for achieving successful project outcomes. These findings provide practical guidance for managers and policymakers to improve project performance by combining structured management practices, innovative approaches, and sustainability considerations in the construction industry.