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Special Issue "Project Management and Sustainable Development"

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: 30 March 2018

Special Issue Editors

Guest Editor
Prof. David Bryde

Professor of Project Management & Director of Research & Knowledge Transfer, Liverpool Business School, Liverpool John Moores University, Redmonds Building, Brownlow Hill, Liverpool, L3 5UG, UK
Website | E-Mail
Interests: project management; sustainability; relationship management; managing temporary (multi) organisations
Guest Editor
Dr. Christine Unterhitzenberger

Senior Lecturer in Project Management, Liverpool Business School, Liverpool John Moores University, Redmonds Building, Brownlow Hill, Liverpool, L3 5UG, UK
Website | E-Mail
Interests: project management; project performance; relationships; psycho-social

Special Issue Information

Dear Colleagues,

The role of project management is crucial in ensuring that sustainability-related goals and targets are met when undertaking new developments through projects in areas such as construction, infrastructure, oil and gas exploration, to name but a few. In this Special Issue, we will focus on a new sub-area of project management, where besides the traditional success criteria for projects, such as cost, time, quality, overall satisfaction, etc., there is a need to meet criteria relating to economic, social and environmental aspects. The Special Issue will present a body of works that has new knowledge regarding project management approaches, structures, processes and procedures to undertake sustainable development. Suitable topics include, but are not limited to, minimising waste, ecological impacts and carbon footprints, lean and green approaches to projects, psycho-social aspects in projects, i.e., engagement of stakeholders, fair treatment of teams, managing project supply chains, defining and measuring sustainability-related project performance, setting project management strategies and bridging the gap between policy and practice at the project level.

Prof. David Bryde
Dr. Christine Unterhitzenberger
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Sustainability
  • Projects
  • Project management

Published Papers (3 papers)

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Research

Open AccessArticle Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture
Sustainability 2017, 9(12), 2336; doi:10.3390/su9122336 (registering DOI)
Received: 21 November 2017 / Revised: 5 December 2017 / Accepted: 10 December 2017 / Published: 14 December 2017
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Abstract
Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership,
[...] Read more.
Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture. Full article
(This article belongs to the Special Issue Project Management and Sustainable Development)
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Open AccessArticle A Multi-Objective Trade-Off Model in Sustainable Construction Projects
Sustainability 2017, 9(11), 1929; doi:10.3390/su9111929
Received: 9 October 2017 / Revised: 20 October 2017 / Accepted: 23 October 2017 / Published: 26 October 2017
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Abstract
Based on the consideration of the relative importance of sustainability-related objectives and the inherent nature of sustainable construction projects, this study proposes that the contractor can balance the levels of efforts and resources used to improve the overall project sustainability. A multi-objective trade-off
[...] Read more.
Based on the consideration of the relative importance of sustainability-related objectives and the inherent nature of sustainable construction projects, this study proposes that the contractor can balance the levels of efforts and resources used to improve the overall project sustainability. A multi-objective trade-off model using game theory was established and verified through simulation and numerical example under a moral hazard situation. Results indicate that effort levels of the contractor on sustainability-related objectives are positively related to the outcome coefficient while negatively to the coefficients of effort cost of the relevant objectives. High levels of the relative importance of sustainability-related objectives contribute to high levels of effort of the contractor. With the variation in effort levels and the coefficient of benefit allocation, the project net benefit increases before declining. The function of project benefit has a marked peak value, with an inverted “U” shape. An equilibrium always exists as for the given relative importance and coefficients of the effort costs of sustainability-related objectives. Under this condition, the owner may offer the contractor a less intense incentive and motivate the contractor reasonably arranging input resources. The coefficient of benefit allocation is affected by the contractor characteristic factors and the project characteristic factors. The owner should balance these two types of factors and select the most appropriate incentive mechanism to improve the project benefit. Meanwhile, the contractor can balance the relative importance of the objectives and arrange the appropriate levels of effort and resources to achieve a sustainability-related objective. Very few studies have emphasized the effects of the relative importance of sustainability-related objectives on the benefits of sustainable construction projects. This study therefore builds a multi-objective trade-off model to bridge this research gap. This study sheds significant theoretical and practical insights regarding the objective management of sustainability-related objectives, as well as insights into the improvement of performance in sustainable construction projects. Full article
(This article belongs to the Special Issue Project Management and Sustainable Development)
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Open AccessArticle R&D Project Selection Incorporating Customer-Perceived Value and Technology Potential: The Case of the Automobile Industry
Sustainability 2017, 9(10), 1918; doi:10.3390/su9101918
Received: 29 September 2017 / Revised: 16 October 2017 / Accepted: 19 October 2017 / Published: 23 October 2017
PDF Full-text (1487 KB) | HTML Full-text | XML Full-text
Abstract
As user-centric innovation has recently emerged as a successful way of developing new products, services, and concepts, it is worth considering the perspectives of potential technology users during R&D project selection processes. Nevertheless, little effort has been made to reflect customer-perceived value in
[...] Read more.
As user-centric innovation has recently emerged as a successful way of developing new products, services, and concepts, it is worth considering the perspectives of potential technology users during R&D project selection processes. Nevertheless, little effort has been made to reflect customer-perceived value in establishing selection criteria, with the focus mainly on technological potential instead. Therefore, this study aims to develop an R&D project selection model incorporating not only technological potential but also customer-perceived value. For this purpose, a new R&D project evaluation model and process is proposed, and its feasibility is tested by potential users in a real scenario. The automobile industry is suitable for our evaluation model because it is a B2C and system-based industry where customer needs are critical to market success and a number of R&D projects are proposed every year. Finally, a supporting tool is developed to help interact with various evaluators and visualize the evaluation results, as customer involvement is recommended for accurate project evaluation from the perspective of technology users. This study is one of the earliest attempts to reflect customer-perceived value in R&D project selection, and practically, the research outputs are expected to be useful to automobile manufacturers in creating value from R&D projects. Full article
(This article belongs to the Special Issue Project Management and Sustainable Development)
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Planned Papers

The below list represents only planned manuscripts. Some of these manuscripts have not been received by the Editorial Office yet. Papers submitted to MDPI journals are subject to peer-review.

Title: Shedding New Light on Project Portfolio Risk Management
Authors: Hofman Mariusz, Spalek Seweryn, Grela Grzegorz
Abstract: This paper constitutes an innovative attempt to analyse the risks and negative phenomena dependencies within a hypothetical project portfolio. Based on the available literature, the risks and negative phenomena (that is, problems with the availability of resources, interpersonal conflicts, irregularities in the portfolio balance etc.) specific to the project portfolio were identified. The statistical procedure applied at that stage was structural equation modelling. In the course of research theoretical constructs were used to connect the identified risks with negative phenomena mentioned in the literature. The calculated structural equations allowed for the confirmation of the existence and quality of constructs describing the causal connections between risks and negative phenomena, as well as the models describing such connections among phenomena. The determination of equations also allowed for the definition of a level of adjustment of constructs and models to the empirical data with the use of commonly applied indicators (χ2, RMSEA and CFI).

Title: Certifications as a Tool to Improve Project Management Sustainability
Authors: Francisco Javier Lázaro Jiménez, Silvia Martinez Perales, Isabel Ortiz-Marcos and Jesús Juan Ruiz
Abstract: The project management literature is in agreement in identifying two aspects of project success: project success factors and project success criteria. Success factors refer to how success is achieved, and success criteria refer to what success means. Authors place Quality Management both in the success factor and success criteria sides. After this, it can be stated that Quality Management has a relevant dual role in the Project Management discipline, both as criteria and as a contributor to project success. However, there is not a clear unique definition of Quality Management and its scope in Project Management environment. On the other hand sustainability is a concept linked to project management (Gareis et al. 2009 and 2011; Silvius et al. 2009 and 2010).
The research analyzes the impact that certifications have on the success of R + D + I projects carried out by different companies. To achieve this, the authors rely on the information provided by the CDTI (Center for Industrial Technological Development). CDTI is a Public Business Entity, under the Ministry of Economy, Industry and Competitiveness, which promotes innovation and technological development of Spanish companies. It is the entity that channels requests for funding and support for R & D & I projects of Spanish companies at the state and international levels. The database contains information about a large number of projects (more than 1.200) from different companies and sectors: objectives, time, budget and results. In the first place a descriptive analysis of the database has been carried out analyzing projects per sector and their main characteristics. Then a deeper analysis has been done for those projects of the energy sector. It has been investigated if the companies responsible of these projects have quality certifications and, in case they do, if it has impact on project results (project success).
The certifications analyzed are: ISO 9001; ISO 14001; OSHAS8000; UNE 166002; ISO 50001 and other specific standards of the sector. Results show that these companies with management systems certified have better results but not all the certifications have the same impact. Results may be of interest for project selection process considering companies certifications and may encourage companies to improve their results with these certifications. These results also make authors propose quality certifications like a tool to improve sustainability in Project Management.

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