Reducing industrial activities has led to the need for identifying and implementing strategies aimed at an economic usage of affected areas pointing to the past industrial age. There are many successful examples globally of using industrial heritage in industrial tourism. In Romania, the achievements are not so advanced, although over time there have been several initiatives to preserve culture, knowledge, tools, equipment, customs, and clothing related to the exploitation of mineral resources. The aim of this paper is to propose a project management model in addressing the needs of communities facing post-mining closure contexts and to examine how an integrated managerial outlook for various stakeholders involved in local tourism portfolios might reach solutions for the ongoing long-term social consequences of mine closures. The paper provides as a case study the transformation of the industrial patrimony of the former Petrila Mining Assembly, which serves as a lesson of industrial archeology, being one of the last ensembles in the area that still retains part of each stage of its evolution. The involvement and contributions of local non-profit organizations, municipalities and local businesses in the emerging of industrial tourism in Petrila are analysed through the proposed managerial model.

Nonprofit organizations are typically seen as institutional settings that contribute to finding grassroots solutions to various social problems. But in their own turn, these entities exhibit by design manyfold frailties given by factors such as - precarious funding sustainability, balancing the multiple and, at times, divergent interests of stakeholders, finding a suitable manner to assess managerial performance. The aim of this paper consist in employing a system dynamics approach to modelling the managerial behaviour of nonprofit entities delivering their output through project networks. The system dynamics concepts of causal loops, stocks and flows dependencies are used to depict the complex relationships between projects, funding sources and social outcomes. This approach leads to identifying the systemic threatening to nonprofit sustainability and the dynamic nature of managerial decisions in the context of the interactions between nonprofit organizations, their beneficiaries and funding agencies.

BACKGROUND: There is a general acknowledgement of projects as sites of knowledge creation, but in multi-project contexts, we witness at times a lack of robust procedures that would ensure harvesting the lessons learned. OBJECTIVE: This paper aims at providing an operational conceptual framework for micro-knowledge management, depicting knowledge as created by individuals performing project activities. METHODS: Documentation on relevant literature and observation of current managerial practices and tools, in order to use the underpinnings of experiential education for managing learning-by-doing knowledge creation. RESULTS: Developing the framework led to identifying the decision-making processes in micro-knowledge management and their correlation with human resources management Secondly - we have shown the need for a coherent integration of knowledge deliverables into the project management tools and practices, especially in the context of the COVID-19 pandemic. CONCLUSIONS: Micro-knowledge management points to a recurrent assessment of the opportunity for micro-knowledge codification and/or staff retention based on tacit professional or biographical knowledge of the project team members. The framework offers a balance between the detachment of knowledge from the owners, in codification, and affirming the irreducible tacit and personal dimensions of learning-by-doing.

Nonprofit organizations implementing their strategies through multi-project environments are perennially confronted with the difficulties embedded into their institutional design. Assessing the social results is intrinsically dependent on the missional depiction of social change and it is to be performed in settings of project networks influenced by multiple stakeholder interests. In order to balance the project efficiency, in terms of the triple constraint of scope-time-budget, and the need for stakeholder satisfaction, when it comes to project intake decisions a procedural decision making approach is required. The aim of this paper consist in proposing a decision making process and the adjacent procedures set for project intake decisions guided by various criteria. This process takes into account: mapping the stakeholder’s importance and influence on strategy casting, assessing the social outcome of projects and project efficiency requirements.