Construction and demolition waste (CDW) imposes severe environmental burdens through land occupation, energy consumption, and CO2 emissions, demanding sustainable solutions. Effective management faces critical barriers: inadequate responsibility by construction enterprises (CEs) and public attention's dual role as both driver and disruptor. This study employs a dynamic game framework to analyze stakeholder interactions. Key findings reveal: (1) Results identify five evolutionary equilibria, among which the self-driven (0,1,0) and collaborative (1,1,1) states feature proactive CDW management practices by CEs. (2) CEs stabilize proactive practices only when public feedback distortion is < 0.5; beyond this threshold, decisions fluctuate with public and government behavior; (3) Merely increasing public attention fails to ensure positive outcomes, causing inaction or instability; (4) Government incentives for public attention can not indirectly encourage CEs' efforts, while insufficient public engagement impedes progress. Effective CDW management thus requires coordinated strategies prioritizing reduced information distortion.
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