Abstract

Sustainability is vital in construction, yet limited research has explored how key dimensions interact within project management systems. Existing studies examine these dimensions separately, overlooking the systemic interdependencies that influence project outcomes. This study applies symbiosis theory to explore the relationships among six core dimensions: Economic (E), Environmental (N), Social (S), Resource Utilization (R), Health and Safety (H), and Project Governance (G). Drawing on input from 21 experts, a comprehensive multi-method framework was employed, integrating Interpretive Structural Modeling (ISM), Matrix of Cross-Impact Multiplications Applied to Classification (MICMAC) analysis, Decision Making Trial and Evaluation Laboratory (DEMATEL), and the Analytic Network Process (ANP). ISM identified G and R as primary structural drivers. MICMAC confirmed their dominant influence and classified H and N as linkage dimensions. DEMATEL revealed H as the main causal factor, with G and R operating as reactive outcomes. ANP ranked the dimensions by importance as follows: E (0.391), N (0.226), R (0.188), G (0.082), S (0.073), and H (0.039). A ± 20% sensitivity test validated the robustness of these rankings. The findings highlight the dynamic interdependencies of sustainability in construction project management, offering a holistic framework for managers and policymakers in prioritizing interventions and aligning strategies with broader objectives.