Innovative Governance Schemes for International Engineering Projects: Cultural Identification and Trust Networks of Project Participants

Abstract

The participants in international engineering projects are from different countries, each with distinct cultural backgrounds and behavioral habits. While previous research has drawn attention to the interference of cultural differences in project performance, it has not formulated an integrated management strategy for promoting cultural interaction. This study endeavors to decipher the correlative mechanism among the trust networks of project participants, cultural identity, and project performance, thereby filling the existing research gap. The findings of this study can assist project managers in formulating innovative cultural management strategies tailored to international engineering projects. By applying the PLS-SEM, this research conducts an analysis of 119 valid questionnaires collected from international engineering projects. The results of the data analysis indicate that there exists a positive correlation between cultural identity and project performance. However, the impact of the trust networks on project performance and cultural identity demonstrates heterogeneity. From the perspective of relational governance, these research findings contribute to fostering cooperative behavior among the participants in international engineering projects, optimizing cooperation efficiency, and reducing the likelihood of inter-organizational conflicts.

1. Introduction

In international construction projects, the parties involved in the construction hail from diverse countries or ethnic regions. Inevitably, their behavioral characteristics are marked by distinct cultural imprints. Consequently, during the cooperation process, psychological distance and behavioral discrepancies may emerge as a result of cultural differences. These issues can further give rise to problems such as mutual distrust, inter-organizational conflicts, and confrontations [1]. Previous research has underscored that such uncooperative behaviors will lead to a reduction in construction project performance and pose significant barriers to the realization of project value. On the contrary, harmonious cooperative behaviors and remarkable cooperative efficiency can significantly facilitate cultural identification among individuals with different cultural backgrounds [2]. Regrettably, although previous studies have indicated that cultural identification among participants from different countries can stimulate the emergence of cooperative behaviors, they have not clearly elucidated how to foster the formation of cultural identification [3].

In light of the fact that this “black box” state remains unanalyzed, this study takes international project participants from different countries as the starting point. It aims to explore the interactive mechanism of trust relationships in engineering projects and its correlation with project performance and the degree of cross-cultural identification. The study anticipates exploring a distinctive analytical perspective for international engineering projects within the realm of humanities and social sciences research. Moreover, it endeavors to offer a novel research perspective to enhance the cooperative efficiency of project participants with diverse cultural backgrounds and to achieve favorable project performance. Therefore, this research holds great feasibility and practical significance.

In actuality, inter-organizational conflicts among the participants in international engineering projects have emerged as a primary factor impeding the realization of project value. Prior research has highlighted that cross-organizational cultural factors serve as a crucial starting point for addressing inter-organizational conflicts among the parties involved in international engineering projects [4]. This research focuses on leveraging the trust network of international engineering project participants to establish an effective governance pathway for inter-organizational cultural identity. This approach is not only in line with the mutually reinforcing mechanisms between cultural exchanges and trust relationships posited in previous studies but also enriches the practical applications of social network theory in the realm of inter-organizational culture and trust [5]. Specifically, the systematic establishment of a trust network is expected to enhance inter-organizational cultural identity, thereby triggering efficient inter-organizational cooperation and ultimately leading to superior project performance. To validate this governance pathway, this study will employ empirical research methods for data analysis, with the goal of deriving a set of management strategies that exert a significant influence.

2. Theoretical Background

Architecture, engineering, and construction (AEC) projects are becoming increasingly globalized. Project managers need to accurately recognize the cultural differences among various project participants and the correlations between these differences and project performance. This recognition enables them to formulate management strategies that align with the diverse cultural backgrounds involved. In previous related research, numerous scholars have highlighted the significant influence of cultural boundary spanners (CBS) within engineering project networks formed by organizations from multiple countries [6]. Cultural boundary spanners can function as communication bridges and translation intermediaries among project participants with distinct cultural backgrounds [7]. Similarly, many scholars have also indicated that engineering management vocational education can enhance the performance of cross-border projects through well-designed course curricula [8]. This involves cultivating specialized cross-cultural communication professionals to support projects and enhance cultural inclusivity during project implementation [9].

However, past research has predominantly focused on cultural intermediaries or cultural conflict mediators in international engineering. There has been a lack of a comprehensive understanding that the trust relationship among project participants is the fundamental factor in bridging cultural differences and reducing cultural conflicts [10]. Put differently, cultural boundary spanners can be an individual staff member, a committee, an artificial intelligence platform, a real-time translation system, or a comprehensive international engineering project management regime. These various measures may ultimately contribute to an enhanced level of mutual trust among project participants from different countries. Consequently, this study aims to analyze the impact of the network structure of trust relationships on the cultural identity of project participants. Subsequently, it will generalize more universal governance pathways for improving project performance.

2.1. Mutual Relationship Between the Participants in International Engineering Projects

Previous studies in the domain of project governance have often indicated that the coordinated combination of formal and informal governance mechanisms is the core route to achieving success and realizing project performance. Among them, the informal governance mechanism is centered on trust relationships, and numerous scholars consider it a crucial means for governing moral hazards and motivating contractors to reduce opportunistic behaviors [11]. Nevertheless, prior relevant studies mostly regarded the binary relationship between the project owner and the contractor as the core of project governance research. However, in recent years, many scholars, from the perspective of social network theory, have gradually acknowledged that the diversified relationship governance mechanism among various project participants can more effectively enhance cooperation efficiency and realize project value. Furthermore, this perspective can address the insufficient explanatory power of formal and informal governance mechanisms in diversified governance, representing a supplementation, improvement, and transformation of the traditional binary project governance mechanism. Based on this viewpoint, previous studies have emphasized that promoting the establishment of trust relationships among various project participants and interweaving them into a network structure during the project implementation process can effectively strengthen project performance [12].

However, international engineering projects involve participants from the host country and other nations, who, respectively, offer land, technology, resources, designs, or construction teams to complete the infrastructure, public, or commercial construction projects required by the host country within several years [13]. Governance measures in this regard in previous studies are rather inadequate; thus, it remains unknown whether formal or informal governance mechanisms can be employed in international engineering projects. Likewise, although there exists a structural form of a trust networks among the participants of international engineering projects, how it functions and whether it can boost project performance remain unknown [14]. Hence, it is necessary to analyze the interaction mechanism therein and tease out the optimal solution for achieving project performance in international engineering projects.

2.2. Cultural Identity Among Participants in International Projects

From the perspective of the dynamic constructivist approach to culture theory, individuals or groups directly or indirectly in contact with a certain culture in daily economic activities can form cognitive representations of such culture and construct corresponding cultural knowledge, including a core cognition and related concepts or values, which is the formation of cultural identity [15]. Therefore, in fact, cultural identity is mainly based on the background of social culture or economic activities and gradually constructed through multiple interactions in specific situations. That is, the formation and development of cultural identity is gradual, dynamic and diversified [16].

Previous studies have shown that the carrier of cultural identity mainly includes economic, institutional, psychological and other multiple aspects [17]. Therefore, it is a key way to enhance the communication power and influence of culture to realize the cultural identity of many international participants through the performance observation points of excellent construction, efficient implementation and investment saving of international engineering projects. At the same time, when the perspective enters into the research field of cross-cultural communication and its impact on economic behavior, whether the numerous stakeholders with significant national and cultural differences can cooperate effectively will become the core problem restricting the performance of international engineering projects [2]. In this regard, existing studies generally emphasize the important influence of building trust networks of project participants on improving cooperation efficiency and optimizing project performance [18].

3. Model Development and Hypotheses

Based on the literature review, it can be confirmed that the trust relationship between project participants does constitute a networked structure, and this trust networks can have an impact on project performance, but the extent and manner of the impact are not clear [3]. At the same time, in the specific context of international engineering projects, trust networks between participants from different countries and cultures can promote cultural identity among them [7]. Therefore, this study gives a conceptual model as shown in Figure 1, which seeks to explore the interaction mechanism between trust networks, project performance and cultural identity. By uncovering the correlations among trust networks, inter-organizational cultural identification, and project performance, it is possible to identify effective approaches to international project governance. Moreover, specific governance measures can be implemented within the contracts of all participating parties, project management systems, and other aspects. This will contribute to enhancing the performance of projects.

3.1. Trust Networks and Cultural Identity

Based on the dynamic constructivist approach to culture theory, the identification of heterogeneous culture is mainly affected by two aspects, namely indirect environmental factors and direct communication result factors [19]. Undeniably, previous studies in this field mainly focus on the cultural identity of language learners or the cultural conflicts of employees in multinational companies, and there are few studies in the field of international engineering projects management. In fact, the trust or distrust relationship between the project participants exists objectively, and these relationship links can be interwoven into a complex network structure, that is, an objective trust or distrust environment is formed in the implementation process of the project. In international engineering projects, the host country and the participants from other countries are also immersed in this kind of atmosphere and feel the trust or distrust from each other. Therefore, the international project trust networks, as an environmental factor, can affect the cultural identity of the host country to the construction participants from other countries. Therefore, it can be concluded as a basic premise of this study, that is, trust networks can have an impact on cultural identity [20].

From the perspective of social network theory, trust network structures mainly has three characteristics, that is, network density, centralization and stability. The density of the trust networks represents the degree of the common existence of the trust relationship links between nodes in the network structure, while the stability of the network emphasizes the degree of anti-interference of the trust relationship between nodes. However, the centralization of the trust networks represents the imbalance of trust relationship links in the network structure, that is, there are participants who are trusted by the majority of nodes, while there are participants who are not widely trusted.

Previous studies have shown that the density and stability of trust networks can promote the cooperation efficiency of the participants, it can promote the formation of a better working environment and cooperation atmosphere of the participants in the construction process. On the contrary, the centralization of trust networks is negatively correlated with the cooperation efficiency, that is, high intensity centralization index can inhibit the cooperation efficiency, destroy the working environment of engineering construction projects and the cooperation atmosphere of participants [3]. Considering the indirect influence of work environment and cooperative atmosphere on cultural identity, we proposed the following hypotheses:

H1a. 

Network density is positively correlated with cultural identity.

H1b. 

Network stability is positively correlated with cultural identity.

H1c. 

Network centralization is negatively correlated with cultural identity.

3.2. Trust Networks and Project Performance

The manifestations of project performance in construction projects are multifarious. Previous studies have predominantly concentrated on the three fundamental aspects of cost, schedule, and quality, which are also the most crucial measurement indicators of traditional project performance. In international engineering projects, the manifestations of project performance are variegated. Beyond the traditional three fundamental indicators, some scholars also accentuate indicators such as stakeholder satisfaction and the degree of project value realization [21].

Regardless of which indicators are chosen, the foundation of project performance is predicated on the effective collaboration of the project participants and the smooth advancement of the project. In this aspect, previous studies have indicated that the density of the trust network can restrain the opportunistic behavior of project participants, while the centralization index is on the contrary [22]. In actuality, opportunistic behavior has become one of the most significant factors impeding the realization of project performance.

On the other hand, studies conducted on non-transnational construction engineering projects have verified the impact of trust networks on project performance [5]. When turning to the field of research on the project performance of international engineering, it must be taken into account that there are disparities between international engineering projects and domestic local engineering projects [6]. Nevertheless, it is essential to validate the degree to which the findings of previous studies can be generalized in the governance of international engineering projects. Hence, it can be regarded that the trust network can materially influence project performance. We proposed the following hypotheses:

H2a. 

Network density is positively correlated with project performance.

H2b. 

Network stability is positively correlated with project performance.

H2c. 

Network centralization is negatively correlated with project performance.

3.3. Cultural Identity and Project Performance

The theory of dynamic cultural construction emphasizes the ability of intercultural individuals to form a cultural identity based on the atmosphere of interaction, the process and outcome of interaction [23]. Individuals who are directly or indirectly exposed to a culture in their economic activities will develop cognitive representations of that culture and construct corresponding cultural knowledge, including a core connotation as well as related concepts and values. Cultural identity is based on the socio-cultural background, gradually constructed in the situational interaction, and the formation and development of identity is dynamic and diversified. As a matter of fact, participants in international engineering projects objectively belong to different groups, each of which may provide individuals with potentially meaningful ways of identification, and the diversity of ethnic identities puts the construction of cultural identities in the midst of dynamic transformation.

In this context, the performance of international engineering projects is a composite concept, which includes not only the final result of the performance goal, but also the interactive process of each participant to achieve the performance goal. Therefore, in the process of realizing good project performance, different country participants can also form a cultural identity based on the atmosphere of interaction, the process of interaction and the formation of results [24]. Objectively, the achievement of international engineering project performance depends on the joint efforts of project participants. Research has shown that the construction company in international engineering projects has the most profound influence on the formation process and final appearance of performance [25]. The cultural identity of the construction company can be expressed through the process and final appearance of project performance. Therefore, it can be assumed that there is an interactive relationship between project performance and cultural identity, and that both the process of performance formation and the appearance of results can influence the degree and depth of cultural identity [26]. Thus, we proposed the following hypotheses:

H3. 

Cultural identity is positively correlated with project performance.

4. Methods

4.1. Questionnaire Design

Data were collected by means of the questionnaire survey method. All items included in the survey scale were derived from established scales used in prior research on similar topics [27]. All measurement items were assessed through a 5-point Likert scale, where 1 indicates “strongly disagree” and 5 indicates “strongly agree.” The detailed items are displayed in

Table 1. Items of measurement and reliability and validity analysis.

Construct	Variable	Measurement Items	Loading	Cronbach’s α	CR	AVE	R2
Trust Networks	Density (TND)	There exists a prevalent mutual trust among the participants in the international engineering projects I have engaged in. (TND1)	0.838	0.882	0.927	0.810	—
		The extent of mutual trust among the participants in the international engineering projects I have participated in varies. (TND2)	0.830
		All the participants in the international engineering projects I have been involved in have continuously demonstrated a trustworthy posture. (TND3)	0.900
	Centralisation (TNC)	The participants in the international engineering projects I have been involved in do not necessarily trust each other. (TNC1)	0.912	0.819	0.892	0.733
		In the international engineering projects I have participated in, there is a participating party that is centrally trusted. (TNC2)	0.898
		Among most of the participants in international engineering projects, there is at least one direct trust relationship link. (TNC3)	0.889
	Stability (TNS)	The trust relationship among the participants in the international engineering projects I have been involved in persisted throughout the construction period. (TNS1)	0.884	0.868	0.919	0.791
		The participants in the international engineering projects I have been involved in are highly satisfied with the trust relationship established during the construction period. (TNS2)	0.867
		The participants in the international engineering projects I have been involved in expect to maintain a long-term trust relationship after the project concludes. (TNS3)	0.916
Cultural Identity (CI)	Attitude (A)	I am full of enthusiasm for learning the national cultures of other participating parties. (CIA1)	0.758	0.939	0.949	0.674	0.692
		I hope to contribute to the cultural exchange between other participating parties and my country. (CIA2)	0.814
		I am concerned about the attitude of others towards the culture of the other parties involved. (CIA3)	0.858
	Behavior (B)	I think the way I do things is influenced by the culture of the other countries involved. (CIB1)	0.750
		If I have the opportunity, I will visit other countries participating in the construction. (CIB2)	0.788
		I hope to have more cooperation with other participants in the field of construction engineering in the future. (CIB3)	0.892
	Cognition (C)	I am more familiar with the differences between the cultures of other participants and the traditional cultures of my own country. (CIC1)	0.827
		I can better understand the typical working thinking mode of other participants. (CIC2)	0.863
		I think the cultural background of participants from other countries is very attractive. (CIC3)	0.829
Construction Project Performance (CPP)		The construction quality and the deliverables quality accord with the standard. (CPP1)	0.951	0.958	0.967	0.856	0.731
		The project has come in on budget. (CPP2)	0.883
		The project has come in on schedule. (CPP3)	0.948
		The project deliverables are in line with our intended objectives. (CPP4)	0.960
		The project deliverables are in line with other parties’ intended objectives. (CPP5)	0.880

. To enhance the quality of the questionnaire, three experts were consulted. They bring expertise from academia, international engineering design, and construction industries, respectively. All of them have been engaged in similar surveys. They are equipped with the experience of completing research studies, hold master’s degrees or higher qualifications, and have participated in a multitude of international engineering projects, thus having accumulated years of work experience. Among them, two experts have work experience or educational backgrounds in economic-related fields [28].

Specifically, following the revision recommendations provided by the experts, the definitions of trust networks and project performance were further detailed and clarified in the questionnaire [29]. Simultaneously, the three types of cultural identity were also precisely defined and described in the questionnaire. Among them, cultural identity from the aspect of attitude primarily pertains to the subjective emotions of the participants, while cultural identity from the behavioral aspect mainly refers to the actual behaviors resulting from the influence of different cultures. On this basis, cultural identity from the cognition mainly indicates a deeper cultural attraction generated through understanding the cultures of other countries [16].

4.2. Sampling and Procedure

The snowball sampling technique was utilized in this research. According to prior studies, key participants in transnational construction projects typically consist of multiple government agencies, firms specializing in engineering design and management consulting, financial institutions, as well as private investment and construction companies, among others [13]. Among these different types of participants, the majority are from the host country, and transnational enterprises often undertake part of the work such as construction or design. Therefore, frequent cultural exchanges and mutual recognition between transnational enterprises and the participants of the host country are inevitable in the process of work communication.

The scope of the questionnaire survey regarding the international engineering projects underpinning this research is rather narrow, and the response rate of the questionnaires is low. As a result, it is arduous to demonstrate the scientific validity and reliability of the collected data. Given this reality, 19 construction or design directors who are participating in transnational projects were invited, they were asked to send questionnaires to the participating parties in the host country of transnational projects that they thought were competent for this questionnaire. Based on this, the researcher will clarify through the questionnaire that the study is conducted solely for academic purposes and that all information provided by respondents will remain confidential. Subsequently, they will be requested to invite other eligible participants from the host country who meet the research criteria to complete the questionnaire as well.

Between February and early November 2024, a total of 206 questionnaires were gathered from the participants of diverse international construction projects. Participants were required to confirm their involvement in the planning, construction, or operational phases of international projects to ensure their familiarity with the scale items and their ability to provide accurate responses. The survey was distributed in both electronic and printed formats. After excluding incomplete submissions, forms with suspicious answer patterns, or inconsistent responses, a total of 119 valid questionnaires remained, resulting in an effective response rate of 57.77%. The demographic and professional characteristics of the respondents are summarized in

Table 2. Characteristics of respondents.

Background Characteristics	Frequency	Percentage
Enterprise type
Representative of the host government	36	30.25%
Local suppliers of materials or equipment	28	23.53%
Local financing support agencies	9	7.56%
Local third-party consulting agency	23	19.33%
Local contractors or subcontractors	17	14.29%
Others	6	5.04%
Work experience
<5 years	29	24.37%
5–10 years	67	56.30%
>10 years	23	19.33%
Job position
Manager of the headquarters	22	18.49%
Project/department manager	29	24.37%
General management/technical personnel	68	57.14%
Education
Bachelor’s degree	57	47.90%
Master’s degree or above	14	11.76%
Others	48	40.34%

.

To address the limitations associated with the snowball sampling approach—such as quick sample saturation, a limited pool of respondents, and insufficient generalizability—this study employed multiple diverse channels to directly distribute questionnaires to employees of companies currently or previously involved in international projects. These channels included international academic conferences and training programs related to global engineering. Additionally, respondents were encouraged to recommend contact details of other eligible individuals who could participate, aiming to enhance the international diversity of the sample. Despite these efforts, after final screening, the majority of respondents in the valid sample were still primarily employees from Chinese enterprises, and the international projects referenced in the questionnaires were largely concentrated in the Asian region, together accounting for over 75%.

As a result, the data analysis and conclusions of this research mainly focus on international engineering projects in the Asian region, many of which involve participation by Chinese enterprises. It is acknowledged that this may somewhat limit the generalizability of the findings. However, Asia, including China, is home to a large number of developing nations with a significant demand for infrastructure development. Domestic firms alone are often unable to meet all the demands of large-scale construction initiatives. Whether in terms of funding sources, construction methods, or engineering design strategies, extensive cross-border collaboration remains essential. Therefore, despite the limitation of a relatively homogeneous respondent pool caused by the snowball sampling technique, the insights gained from this study can still provide meaningful support for the management and governance of international engineering projects in developing countries.

4.3. Construct Reliability and Validity

This study applies structural equation modeling (SEM) to evaluate the theoretical model and test the proposed hypotheses. Compared to conventional general linear models, SEM provides enhanced versatility and a more comprehensive analytical framework. Within SEM, two widely adopted approaches are covariance-based SEM (CB-SEM) and partial least squares-based SEM (PLS-SEM). The PLS-SEM technique was selected for this research due to its higher statistical efficiency relative to CB-SEM and its stronger computational accuracy when dealing with datasets characterized by small sample sizes and non-normal distributions [30]. In this context, SmartPLS demonstrates superior performance in handling PLS-SEM models with limited data, outperforming other similar analytical tools. As a result, the data analysis in this study was conducted using the SmartPLS 4 software.

As presented in Table 1, the square root of the average variance extracted (AVE) for each construct exceeds the highest correlation coefficient between that construct and all other constructs. This indicates that the measurement scale demonstrates strong discriminant validity. Then factor analysis of KMO value and Barlett spherical test index data was carried out by SPSS 24 software, and the results showed that: KMO = 0.946, Approximate chi-square value = 2687.434, df = 253, Sig = 0.000, Cumulative variance of interpretation = 76.75%. This indicates that the data obtained in this study are suitable for factor analysis [31]. SmartPLS 4 software was used to analyze the valid data collected by the scale [32]. The variables shown in Table 1 and

Table 3. Correlation matrix and the square root of AVE of factors.

Items	CI	CPP	TNC	TND	TNS
CI	0.821
CPP	0.757	0.925
TNC	−0.708	−0.782	0.856
TND	0.800	0.813	−0.791	0.900
TNS	0.699	0.637	−0.651	0.674	0.889

Bold values on the diagonal represent the square root of AVE.

are validated. It can be considered that the scale used in this study has good reliability, and the obtained survey data have good validity [33].

4.4. Test of the Structural Model and Hypotheses

The global goodness-of-fit (GoF), calculated as GoF = $\sqrt{\overline{Communality}\times \overline{R^2}}$), serves as a key indicator for assessing model fit in PLS-SEM [32]. In this study, the computed GoF value was 0.64, which surpasses the commonly accepted threshold of 0.36, suggesting that the model demonstrates an acceptable overall fit. Following the goodness-of-fit evaluation, a bootstrapping analysis was conducted using SmartPLS 4 The resampling process was set to 5000 subsamples, a number recommended by prior studies to ensure reliable statistical inferences. The results of the bootstrapping procedure are summarized in

Table 4. Results of hypotheses testing.

Path	Standard Path Coefficient	T-Statistics	p-Value	Confidence Intervals		Correlation	Hypothesis	Inference
				2.50%	97.50%
TND -> CI	0.528	6.026	0.000 ***	0.357	0.696	Positive	H1a	Supported
TNS -> CI	0.266	3.948	0.000 ***	0.151	0.405	Positive	H1b	Supported
TNC -> CI	−0.117	1.443	0.149 N.S.	−0.273	0.052	/	H1c	/
TND -> CPP	0.370	3.752	0.000 ***	0.180	0.563	Positive	H2a	Supported
TNS -> CPP	0.032	0.423	0.672 N.S.	−0.112	0.181	/	H2b	/
TNC -> CPP	−0.316	3.865	0.000 ***	−0.468	−0.146	Negative	H2c	Supported
CI -> CPP	0.214	2.118	0.034 *	0.034	0.429	Positive	H3	Supported

Note: * means p < 0.05; *** means p < 0.001; N.S. means Nonsignificant.

, where the p-value reflects the degree of statistical significance. Generally, a smaller p-value indicates stronger evidence against the null hypothesis [3]. Based on these results, it can be concluded that certain hypotheses lack empirical support.

Specifically, the data analysis results confirm hypotheses H1a and H1b. The density of trust networks demonstrates a statistically significant positive effect on cultural identity, with a path coefficient of 0.528 (p = 0.000, and the confidence interval excludes zero). At the same time, the stability of trust networks also shows a positive relationship with cultural identity, yielding a path coefficient of 0.266 (p = 0.000, and the confidence interval does not include zero). In contrast, hypothesis H1c, which posits an influence of trust network centralization on cultural identity, was not validated by the empirical findings (p = 0.149, and the confidence interval contains zero). These findings offer meaningful insights for improving governance approaches in international engineering projects that are based on trust network dynamics.

At the same time, the data confirmed a statistically significant positive relationship between cultural identity and the performance of construction projects (Hypothesis H3), with a path coefficient of 0.214 (p = 0.034, and the confidence interval does not contain zero). When considered alongside the previously discussed Hypotheses H1a and H1b, this finding helps to uncover the full governance mechanism within international engineering projects. This suggests that governance strategies based on this framework can activate a sequential pathway of “trust→culture→performance.”

It is important to highlight that hypotheses H2a and H2c received empirical support from the data analysis. The density of trust networks demonstrates a significant positive effect on project performance, with a path coefficient of 0.370 (p = 0.000, and the confidence interval excludes zero). Furthermore, the centralization of trust networks shows a significant negative relationship with project performance, yielding a path coefficient of −0.316 (p = 0.000, and the confidence interval does not include zero). In contrast, hypothesis H2b, which proposes an impact of trust network stability on project performance, was not validated by the results (p = 0.672, and the confidence interval contains zero). This implies that trust network stability, by itself, does not significantly influence project outcomes.

5. Results and Discussion

The primary finding of this study is to present a more generalizable cross-cultural project governance strategy for international engineering projects. Different from previous studies on project management strategies such as those of cultural boundary crossers, this research has verified that by enhancing the density and stability of the trust networks among project participants, a project governance path can be established to promote cultural identity and improve project performance. Therefore, apart from the cultural exchange intermediaries emphasized in previous studies, strategies that facilitate the formation and stabilization of trust relationships, such as formulating cultural communication mechanisms, utilizing BIM-based information platforms, adopting general contract templates, and implementing artificial-intelligence-enabled real-time translation systems, can all be applied in the process of cross-cultural project governance for international engineering.

In other words, the cultural boundary crossers or specialized cross-cultural communication talents emphasized in previous studies are just one of the measures to enhance the density or stability of the trust networks, rather than the sole strategy or the optimal approach. With the accelerating globalization of architecture, engineering, and construction projects, implementing systematic and diversified optimization measures for the trust networks of project participants is the crucial strategy to mitigate cultural conflicts and ensure stable project performance. Naturally, a more specific analysis of this series of strategies is required, taking into account the results of research data.

5.1. Relationship Between Trust Networks and Cultural Identity

According to the data analysis results of this study (Figure 2), hypotheses H1a and H1b are supported. But hypotheses H1c has not been supported. Overall, trust networks were measured in this study using three dimensions. Based on the data collected and analyzed in this study, it can be concluded that the effect of trust networks on cultural identity is heterogeneous, a conclusion that echoes previous studies [14].

Within the analytical framework of social network theory, the density of the trust networks reflects the degree to which trust relationship links exist among all the participants in an international project. When trust relationship links are prevalently present among all the participants, a ubiquitous atmosphere and context of mutual trust is established within the project. Any participating party involved can sense being trusted and actively trust other participants. Under such circumstances, the participants from different countries or regions can significantly deepen their understanding and respect for each other’s cultural traditions, that is, an increase in the density of the trust networks will facilitate cultural identity. Likewise, when the stability of the trust networks is relatively high, it indicates that the trust relationship links among all the participants in an international project are rather stable, thereby shaping a stable atmosphere and context of mutual trust. Any participating party involved can perceive that the trust relationship is stable and firm. In this case, the participants from different countries or regions can significantly enhance their enthusiasm for understanding and respecting each other’s cultural traditions, that is, an increase in the stability of the trust networks will promote cultural identity [34]. Unveiling these two influence paths is precisely one of the core research objectives of this study.

However, the research hypothesis regarding the centralization of the trust networks was not supported by the results of data analysis. Analyzing the reasons for this outcome from the perspective of cultural constructivism can yield a more satisfactory explanation. The prerequisite for the formation of cultural identity is the need for a favorable interactive atmosphere and a harmonious communication context. Nevertheless, the centralization index of the trust networks indicates that the distribution of trust relationship links among all the participants in an international project is uneven, which is irrelevant to the formation of an interactive atmosphere and the establishment of a communication context. In other words, regardless of the level of the centralization index of the trust networks, all participating parties have to communicate and interact in order to complete the project tasks, regardless of whether a trust relationship exists during this period. Thus, in the process of formulating governance strategies for international projects, emphasis should be placed on fostering the density and stability of the trust networks, while the centralization index does not need to be overly emphasized.

5.2. Relationship Between Trust Networks and Project Performance

The findings indicate that hypotheses H2a and H2c are validated, whereas hypothesis H2b is not supported by the data. While earlier research has emphasized the influence of trust networks on the performance of engineering projects, the results of this study diverge from those of prior studies—particularly regarding the role of network stability (H2b). Specifically, the data analysis reveals no significant association between the stability of trust networks and the performance outcomes of construction projects, highlighting a potential area for further investigation.

The primary reason underlying this analytical outcome is that the data for this study is sourced from international project participants with diverse cultural backgrounds. The mechanisms governing the establishment, dissolution, disruption, and restoration of trust relationships among them vary significantly. Throughout the entire project implementation process, trust relationships frequently experience fluctuations due to inter-organizational conflicts or ineffective communication. This leads to a substantial degree of uncertainty in network stability. Consequently, it is not feasible to ascertain a stable mechanism through which it influences project performance.

5.3. Relationship Between Cultural Identity and Project Performance

The results of this research show that there is a positive correlation between the project performance and cultural identity. That is, hypotheses H3 supported by the data, with a correlation coefficient of 0.229 and p value was less than 0.01. It is worth noting that the outstanding contribution of this study is to confirm the positive correlation between engineering project performance and cultural identity through data analysis. The data analyzed in this study mainly come from Asian enterprises, so this study mainly show the influence on Asian cultural identity.

The conclusions of this study can be extended to the participation of enterprises in other countries in international engineering projects and their degree of cultural identity. In fact, the conclusion of this study is not counterintuitive. The cultural construction theory emphasizes the research perspective of immersion, and the excellent performance of engineering projects requires all participants to immerse themselves in the whole life cycle of project [23]. In this process, multiple interaction activities of all participants gradually form their cultural identification with each other. This has thereby given rise to a positive influence on project performance.

In reality, previous studies on the governance mechanisms of engineering projects have neglected the cultural background factors of the participants in international projects. As a result, the governance strategies derived often lack consideration in the cultural aspect. The data analysis results of this study indicate that an effective approach to promoting the improvement of project performance is to enhance the degree of cultural identification among all participating parties. This requires that the governance strategies for international engineering projects pay greater attention to cultural construction.

6. Implications

The density of trust networks is the most critical influencing factor, which can not only positively promote the improvement of project performance, but also directly affect the degree of cultural identity. In fact, there have been studies on cultural conflict and psychological distance in the process of international engineering project management, and the essence is mainly to discuss the trust relationship between participants [1,2]. Therefore, the findings of this study develop the conclusions of previous studies, that is, the general existence of trust relationships among international project participants is the manifestation of trust networks density, and a higher trust networks density can promote the significant improvement of international project performance and also promote the cultural identity of project participants. Therefore, it can be believed that optimizing the psychological distance between participants in international projects and weakening the impact of cultural conflicts on trust relationships can significantly improve the performance of international projects and promote cultural identity.

The stability of trust networks is a relatively independent influencing factor, which can directly promote cultural identity. At present, most enterprises participating in international engineering projects are large state-owned enterprises with comprehensive strength, that is, they have a more positive and national image endorsement and can form a more stable trust relationship network. In this context, enterprises participating in international projects should maintain a stable and credible image display, convey a trustworthy partner image to enhance the stability of trust networks, and then promote the enhancement of cultural identity. At the same time, it should promote the sharing of achievements and resources among the participants and build a communication platform by using BIM technology and other means, so that the participants can obtain long-term communication channels or platforms, and promote the stable survival of the trust relationship between the participants.

In particular, trust networks centralization negatively affects project performance, so efforts should be made to reduce the centralization in international engineering projects. The findings of this study echo those of previous studies, which have emphasized that strong centrality indicators of participants in Public–Private Partnership projects can reduce cooperation efficiency and hinder the improvement of project performance. This study extends this conclusion to the research field of international engineering projects. Therefore, various technical and management means should be adopted to strengthen the extensive communication and interaction among the participants of international projects, so as to prevent an individual participant from forming a monopoly on information and then reduce the centralization index of trust networks.

Overall, the results of data analysis in this study suggest that cultural identity significantly influences the project performance of international engineering. From the perspective of project management research, the manifestation of project performance and even project value is no longer confined to the project itself but has transcended boundaries and entered the domain of cultural dissemination. From the viewpoint of cultural construction theory, facilitating cultural identity can better achieve the dissemination and influence of international engineering project performance. This indicates that the influencing factors for promoting cultural dissemination are diverse and heterogeneous, encompassing not only traditional media such as films, television works, and books, but also achievable through the outstanding performance of international engineering projects.

Simultaneously, this study presents a more generalizable governance pathway for project performance, which may offer valuable insights for enhancing the performance of transnational projects in the fields of healthcare, education, and industrial supply chains. In this context, we have established that when project stakeholders from diverse countries are able to develop cultural identity, it can lead to an improvement in project performance. The primary means of fostering cultural identification lies in strengthening the density and stability of the trust network among the participants. Consequently, project managers seeking to enhance cultural identification can formulate targeted governance strategies encompassing aspects such as the establishment of initial trust relationships, the maintenance of trust over time, and the repair of any damaged trust. Existing research in this area has already provided a wealth of practical recommendations and countermeasures. Building upon these foundations, an enhanced level of cultural identification can effectively drive the sustained optimization of project performance.

7. Conclusions

This study fills the void in the cross-study of cultural constructivism and social network theory. At present, research on the performance of engineering projects and the cooperative behavior of participating parties mostly concentrates on the perspectives of contractual governance or relational governance. However, the performance of international engineering projects is not only affected by traditional governance strategies. This study highlights the responsible influence of trust networks on cultural identification and project performance, demanding that project governance strategies lean towards cultural construction and the creation of a trust network atmosphere. In fact, on the basis of scientific and effective construction of performance management of international engineering projects in the context of multiculturalism, each participant in the construction needs to strengthen the performance management briefing, results feedback and performance appraisal, in particular, to enhance the ability of the international engineering project team to identify the cultural differences, cultural conflicts and cultural risks from the internal and external, subjective and objective, macroscopic and levels, to proactively take measures of cross-cultural management.

In light of the research findings attained thus far in this study, to enhance the project performance of international engineering, the first step is to strengthen the cultural identity among all the participating parties. The data analysis results of this study show that cultural identity are an effective means to promote performance objectives, and the construction parties from different countries should always adhere to the orientation of cultural exchange during the implementation of performance management of international engineering projects and then enhance the sustainable development of the project. Secondly, we should adhere to the trust network with high stability and density indicators. That is, each participant in the construction of the parties uses all kinds of measures to maintain a certain degree of stability and consistency of the trust network, in order to ensure the stability of the performance of the project. The third aspect is the need to fully consider the influence of cultural differences. Precisely because cultural factors are usually ignored in the international engineering performance management, it is more required that all parties involved in the construction always adhere to the concept of cross-cultural management, pay attention to the impact of cultural factors, and constantly identify the impact of cultural factors and project performance mechanisms and regulating factors in specific practice, and take positive and effective cross-cultural management measures through the performance appraisal, to promote the cross-cultural management capabilities of the various participants in the international engineering project. In general, building trust networks to promote cultural identity can reduce the probability of conflict in the process of cooperation.

Nevertheless, this study acknowledges several limitations that require further attention in future research. One key issue is the unclear origin of trust networks among project stakeholders in engineering initiatives. As a result, how to effectively adjust the structural indicators of trust networks to develop customized governance strategies for projects remains an area that warrants deeper exploration in subsequent studies. Furthermore, the influence of cultural identity on project performance necessitates more in-depth exploration. That is to say, what kind of direct or indirect relationships are there between cultural identity and the specific formative dimensions of project performance, including project quality, progress, cost, degree of goal attainment, and stakeholder satisfaction? This aspect necessitates further in-depth investigation and rigorous verification.