Exploring variety in factors that stimulate project managers to address sustainability issues

Silvius, Gilbert; Schipper, Ron

doi:10.1016/j.ijproman.2020.08.003

Cited by 58 publications

(67 citation statements)

References 52 publications

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“…Second, affinity towards sustainability was acknowledged by the respondents as a new success factor for implementing sustainability in infrastructure projects. This is also confirmed by the study of Silvius et al [33] where they claim that the extent to which sustainability is considered, depends on the project manager's personal attitude and training. Based on the findings, they distinguished three groups of project managers [33]:…”

Section: Discussionsupporting

confidence: 57%

“…The SSF "competent/multidisciplinary team" was mainly agreed as a SSF under PM role whereas "affinity for sustainability" is strongly suggested to be part of other IPM roles as well. The reason might stem from the fact that a PM can initiate the implementation of sustainability by appointing a competent/multidisciplinary team which is in line with the findings of Silvius et al [33]. However, maintaining the affinity of sustainability requires collective approach of all IPM roles since it depends on personal nature of all the team members and NOT on leadership/team building skills of a PM.…”

Section: Discussionmentioning

confidence: 66%

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Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model

Molaei

Hertogh

Bosch‐Rekveldt

et al. 2020

Lecture Notes in Management and Industrial Engineering

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This study investigates the factors affecting the integration of sustainability into the project management of infrastructure projects, specifically highway projects during early phases. The research was drawn upon previous studies in order to develop a sustainability framework for measuring the project success in three aspects of sustainability: People, Planet, and Prosperity (triple bottom line). Next, Critical Success Factor (CSF) framework in the construction sector was extracted through a comprehensive literature review. A qualitative cross-case analysis was conducted on three sustainability-oriented highways projects in the Netherlands. Data were collected through document review and twelve in-depth interviews with different roles of Integrated Project Management (IPM) model. The findings suggest that each IPM role is inclined towards specific sustainability dimension which affects the application of sustainability CSFs. The results reveal that among the sixteen identified CSFs promoting the integration of sustainability, following factors were acknowledged by all the IPM roles: awareness of project external factors, clearly defined scope, clearly defined goals/ambitions. Further, the paper conceptualizes a model for integrating key roles involved in the project management of infrastructure projects. The model is based on the triple bottom line of sustainability bringing all the roles involved in the project management of infrastructure projects together.

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Section: Discussionsupporting

confidence: 57%

Section: Discussionmentioning

confidence: 66%

Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model

Molaei

Hertogh

Bosch‐Rekveldt

et al. 2020

Lecture Notes in Management and Industrial Engineering

View full text Add to dashboard Cite

show abstract

“…It is clear from the project management literature that project managers face trade-off decisions when trying to reconcile sustainabilityrelated objectives with conventional triple-constraint criteria; to date, there has been no effective exploration of the tensions that arise as a result. Most recently, research exploring the role of the project manager has identified the central and influential position project managers hold regarding decisions over sustainability matters (Marnewick et al, 2019;Poon & Silvius, 2019;Silvius & de Graaf, 2019;Silvius & Schipper, 2020). Indeed, as discussed above, the project manager's central position in the project offers the opportunity to steer the project toward multiple objectives.…”

Section: The Role Of the Project Managermentioning

confidence: 99%

“…Very often a win-win solution is proposed (Carvalho & Rabechini, 2017;Gareis et al, 2011;Martens & Carvalho, 2016;Yuan, 2017) that privileges the economic aspect and emphasizes the business case. In this burgeoning literature, there are some growing considerations on how decision makers (i.e., project managers) approach sustainability issues (Silvius & Schipper, 2020;Silvius et al, 2017); however, very few reflections address the nature of the tensions decision makers face.…”

Section: Introductionmentioning

confidence: 99%

The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives

Sabini

Alderman

2021

Project Management Journal

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Professions are undergoing a significant change in how they integrate environmental and social objectives into their core values. This article examines the situation in which those working in the project management profession are expected to work under contradictory sustainability constraints. In this article, we investigate the tensions project managers experience when addressing sustainable objectives. Results show that when tensions arise over sustainable objectives (temporality of objectives, organizational barriers, and lack of control), they are addressed only when anchored to an economic one in the form of a business case for sustainability. We also find that when matching traditional project objectives with sustainable ones is not possible, practitioners enact a set of reactions characterized as greenwashing, it can’t be one person, no space for sustainability in my job, other actors involved, or pushing back, depending on the specific project context. Adopting the paradox theory lens, we provide an alternative approach to the business case for sustainability. The practical contribution of this article lies in suggesting the need to find strategies to embrace paradoxical situations and we provide some suggestions to illustrate this.

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“…There are no comparative studies for these methods, and a few papers have analyzed home purchase from a subjective perspective [29,30] using a cross-sectional approach [31] and major reporting gaps among Q methodology publications [19]. There are no studies regarding subjectiveness in consumer behavior or buying decision for durable goods in Romania.…”

mentioning

confidence: 99%

Q or R Factor Analysis for Subjectiveness Measurement in Consumer Behavior? A Study Case on Durable Goods Buying Behavior in Romania

Gabor

Cristache

2021

Mathematics

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The complexity of consumer behavior requires new research methods to overcome the limitations of conventional evident-based research. The aim of this paper is the comparison between two types of factor analyses, Q and R (PCA and cluster analysis) for subjectiveness measurement in the case of durable goods buying behavior in Romanian households with different levels of education and occupancy. Our study explores different subjective patterns of stimulus of 30 statements (Q-sample) by 30 Romanian households (P-sample) using the Q-sort method for collecting data. For the Q-sample inputs, results from the literature were used. Based on the 30 Q-sorts, we discovered four factors for both Q and R factor analysis, mostly different according to specific results from different methods. For the Q method, we used the labels “pragmatic”, “modern”, “traditionalist”, and “innovator. For R factor analysis and cluster, we used “traditional Romanian brands”, “real needs and power purchasing”, “sceptic versus optimistic subjectiveness”, and “negative subjectiveness”. This paper suggests the Q methodology as a structured and transparent approach to consumer behavior research by combining the in-depth subjectivity of qualitative methods and statistical rigor of factor analysis to identify groups in consumers. The research provides useful suggestions for selecting and approaching target consumer segments in the Romanian durable goods industry.

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Exploring variety in factors that stimulate project managers to address sustainability issues

Cited by 58 publications

References 52 publications

Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model

Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model

The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives

Q or R Factor Analysis for Subjectiveness Measurement in Consumer Behavior? A Study Case on Durable Goods Buying Behavior in Romania

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