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Stakeholders in Sustainable Project Management

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

Deadline for manuscript submissions: closed (31 July 2021) | Viewed by 71496

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Prof. Dr. Dorota Kuchta

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Department of Management Systems and Organisations Development, Faculty of Management, Wroclaw University of Science and Technology, Wybrzeze Wyspianskiego 27, 50370 Wrocław, Poland
Interests: application of fuzzy sets to managerial decision making; project management
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Special Issue Information

This Special Issue will be devoted to stakeholders in sustainable project management, where sustainability will refer both to the project per se and to the project product or outcome. The papers should cover the problem of project stakeholder identification, evaluation, and management. They should answer the questions on how to increase project, project product or project outcome sustainability through a proper approach towards project stakeholders. New theoretical proposals and case studies are welcome.

Dear Colleagues,

I would like to invite you to submit papers to a Special Issue of Sustainability, devoted to the problem of stakeholders in sustainable project management. Papers are welcome which deal with the answer to the question of how to increase project, project product, and project outcome sustainability through an appropriate stakeholder identification, evaluation, and management. Theoretical ideas and case studies are welcome.

Thank you very much in advance for your contribution.

References:

Bahadorestani, A., Naderpajouh, N., & Sadiq, R. (2020). Planning for sustainable stakeholder engagement based on the assessment of conflicting interests in projects. Journal of Cleaner Production, 242, 118402. https://doi.org/https://doi.org/10.1016/j.jclepro.2019.118402

Danso, A., Adomako, S., Lartey, T., Amankwah-Amoah, J., & Owusu-Yirenkyi, D. (2019). Stakeholder integration, environmental sustainability orientation and financial performance. Journal of Business Research. https://doi.org/https://doi.org/10.1016/j.jbusres.2019.02.038

Eskerod, P., & Huemann, M. (2013). Sustainable development and project stakeholder management: What standards say. International Journal of Managing Projects in Business, 6. https://doi.org/10.1108/17538371311291017

Keeys, L. A., & Huemann, M. (2017). Project benefits co-creation: Shaping sustainable development benefits. International Journal of Project Management, 35(6), 1196–1212. https://doi.org/https://doi.org/10.1016/j.ijproman.2017.02.008

Romestant, F. (2019). Sustainability agencing: The involvement of stakeholder networks in megaprojects. Industrial Marketing Management. https://doi.org/https://doi.org/10.1016/j.indmarman.2019.09.005

Ton Nu Hai, A., & Speelman, S. (2020). Involving stakeholders to support sustainable development of the marine lobster aquaculture sector in Vietnam. Marine Policy, 113, 103799. https://doi.org/https://doi.org/10.1016/j.marpol.2019.103799

Prof. Dr. Dorota Kuchta
Guest Editor

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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 submissions that pass pre-check are 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.

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Published Papers (11 papers)

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Research

19 pages, 976 KiB

Open AccessArticle

Influence between COVID-19 Impacts and Project Stakeholders in Chilean Construction Projects

by Felipe Araya and Leonardo Sierra

Sustainability 2021, 13(18), 10082; https://doi.org/10.3390/su131810082 - 9 Sep 2021

Cited by 22 | Viewed by 5677

Abstract

The construction sector has been heavily impacted by COVID-19 due to the restricted conditions required by construction projects to perform physical activities. Given this context, it is of interest for the industry to identify the impacts that COVID-19 has had on the development of construction projects. However, little is known regarding how the impacts of COVID-19 have affected multiple stakeholders in construction projects and whether there is some interaction among such impacts. This study aims to explore the impacts of COVID-19 and their influence among different construction stakeholders (i.e., engineers and managers, workers, suppliers). This study was enabled by 40 semi-structured interviews that were performed with stakeholders in construction projects in Chile. Content analysis from the interviews led to the identification of categories of impacts and stakeholders, to the development of a cognitive map of the impacts, and to the application of correspondence analysis. Fifteen categories of impacts were identified, and six construction stakeholders were identified as having been impacted by COVID-19. Identifying the causes and effects of the impacts felt by multiple stakeholders revealed that these impacts interacted among each other. Understanding the impacts of COVID-19 on construction stakeholders may facilitate the development of effective mitigation strategies to reduce COVID-19 impacts on the construction sector. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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27 pages, 4764 KiB

Open AccessArticle

Stakeholder Management—One of the Clues of Sustainable Project Management—As an Underestimated Factor of Project Success in Small Construction Companies

by Agata Klaus-Rosińska and Joanna Iwko

Sustainability 2021, 13(17), 9877; https://doi.org/10.3390/su13179877 - 2 Sep 2021

Cited by 19 | Viewed by 17127

Abstract

According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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22 pages, 774 KiB

Open AccessArticle

Stakeholder Management and Project Sustainability—A Throw of the Dice

by Jelena Cvijović, Vladimir Obradović and Marija Todorović

Sustainability 2021, 13(17), 9513; https://doi.org/10.3390/su13179513 - 24 Aug 2021

Cited by 11 | Viewed by 5691

Abstract

The aim of this study was to analyze the strategies that external stakeholders apply to influence sustainable projects. In order to investigate this phenomenon, we employed a qualitative case study approach considering the Serbian small hydro power plant project. For the purpose of this research, we developed a theoretical framework consisting of four types of different influence strategies, which were identified and then applied to our case. The results show that external stakeholders utilized all four strategies interchangeably, with the goal to influence the project and decision-makers. The case of the small hydro power plant project revealed certain relationships between influence strategies, as well as the intensity and direction of these relationships. It also revealed that external stakeholders were highly motivated by negative impacts on the environment. Five propositions were derived as a result of our research. This paper contributes not just to the project and stakeholder management literature but also to the practical knowledge of project managers. Understanding stakeholder actions and influence is essential to achieving project goals. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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22 pages, 2743 KiB

Open AccessArticle

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

by Amjad Hussain, Mohsin Jamil, Muhammad Umar Farooq, Muhammad Asim, Muhammad Zeeshan Rafique and Catalin I. Pruncu

Sustainability 2021, 13(16), 9477; https://doi.org/10.3390/su13169477 - 23 Aug 2021

Cited by 15 | Viewed by 8239

Abstract

Successful project completion is a challenging phenomenon for project managers. Various factors play an indispensable role in the success of a project. The objective of this study is to examine the role of project managers’ personalities in project success with the moderating role of external environmental factors i.e., political, economic, social. The study includes 145 project managers from 36 large-scale construction projects, from both the public and private sectors. The big five personality model was used to evaluate the personality traits of project managers and triple constraint criteria (cost, time, and quality) was used to gauge project success. Data has been collected through a well-structured questionnaire. The analysis of data indicated that personality traits like extraversion and openness are positive predictors of project success, whereas conscientiousness, agreeableness, and neuroticism did not have any direct relationship with project success. Importantly, the findings of this study concluded that external environmental factors—like political, economic, and social—moderately influence the link of specific project managers’ personality traits to project success. The role of external environmental factors as moderators has been discussed. The findings indicate the essential personality traits, as well as the role of external factors for achieving project success. The research contributions have relevance to both theory and practice and provide a deeper insight that is useful for individuals, organizations, researchers, practitioners, and decision-makers. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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19 pages, 694 KiB

Open AccessArticle

A Good Practice for Integrating Stakeholders through Standardization—The Case of the Smart Mature Resilience Project

by René Lindner, Carmen Jaca and Josune Hernantes

Sustainability 2021, 13(16), 9000; https://doi.org/10.3390/su13169000 - 11 Aug 2021

Cited by 7 | Viewed by 3329

Abstract

A priority must be made on making cities more resilient against crises such as the COVID-19 pandemic to help plan for an uncertain future. However, due to the insufficient transfer of knowledge from, among others, research projects to cities, they are often unaware of the resilience tools available as well as possible standardization activities to foster the integration of relevant stakeholders. To address this issue, this paper analyzes the use of standards and the contribution to standardization in a multi-case study of nine European Framework Program projects and with the Smart Mature Resilience (SMR) project, a more in-depth case study. SMR integrated several European cities in its co-creative approach for developing city resilience tools and the related standards series CWA 17300 on ‘City Resilience Development’. Furthermore, the paper defines five steps for integrating standardization in research projects with a focus on (city) resilience and shows the benefits of the standardization process for fostering the engagement of relevant stakeholders. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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19 pages, 511 KiB

Open AccessArticle

Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations

by Renata Brajer-Marczak, Anna Marciszewska and Michał Nadolny

Sustainability 2021, 13(16), 8899; https://doi.org/10.3390/su13168899 - 9 Aug 2021

Cited by 6 | Viewed by 6210

Abstract

The article concerns the impact of stakeholders on project management in non-profit organizations. This issue was presented from the perspective of the organization’s project management maturity. It seems that this issue has not yet been adequately researched by scientists. Contribution was made to the theory of project management by highlighting the need to adjust the level of project management maturity and stakeholder management maturity, and by recommending areas for further research. It has been noted that stakeholder management and risk assessment are just as important as the issues of financing projects and planning their purpose, scope and selection of project teams. The conclusions were based on the analysis of the results of empirical research. The empirical material came from a study based on a sample of 93 non-profit organizations operating in Poland. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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23 pages, 1613 KiB

Open AccessArticle

Defining a Successful Project in Sustainable Project Management through Simulation—A Case Study

by Jagoda Mrzygłocka-Chojnacka, Stanisław Stanek and Dorota Kuchta

Sustainability 2021, 13(15), 8556; https://doi.org/10.3390/su13158556 - 31 Jul 2021

Cited by 3 | Viewed by 3967

Abstract

Modern approaches to project management link project success both to sustainability and with the value delivered to project stakeholders. In the final analysis, it is the satisfaction of the identified stakeholders based on the sustainability principle which decides whether a project is successful or not. The value delivered to appropriate stakeholders has to be incorporated in the earliest phases of the project defining process. Otherwise, it may be too late to introduce changes which would allow the right value to be delivered to the right stakeholders. In this paper, we propose that a simulation is used in the phase of project definition to choose such implementation forms for individual project phases or tasks which would facilitate the delivery of the value expected by the stakeholders. Our approach also supports the process of agreeing (among the stakeholders) on the value expected from the project. We show, using a post-factum real-world project case, that the application of a simulation in the predictive project stage may considerably increase the probability of the project’s success. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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20 pages, 1348 KiB

Open AccessArticle

Qualitative Stakeholder Analysis for a Swedish Regional Biogas Development: A Thematic Network Approach

by Komalsingh Rambaree, Agneta Sundström, Zhao Wang and Sandra Ann Ingela Wright

Sustainability 2021, 13(14), 8003; https://doi.org/10.3390/su13148003 - 17 Jul 2021

Cited by 8 | Viewed by 4734

Abstract

The creation of pathways toward a societal transition to clean energy requires the engagement of multiple stakeholders with different and sometimes conflicting interests. In this connection, stakeholder analysis (SA) offers a technique for identifying, assessing and structuring different needs, interests and concerns related to different stakeholders within the context of sustainability. This article aims to present the findings from a qualitative stakeholder analysis (QSA) by using a thematic network approach (TNA), with the help of the ATLAS.ti software. It focuses on Project X, which was aimed at engaging multiple stakeholders and creating favorable conditions for small and medium-sized companies in a region situated in the central part of Sweden, with the potential to start biogas production. In this work, the findings and discussions of the QSA using TNA are structured by using the political, economic, social, technological, environmental and legal (PESTEL) themes of the model. The present study concludes that for the small-scale biogas industry to successfully develop an understanding of the possibilities of the biogas value chain, it is necessary to have analyzed the nature of the main themes by which various stakeholders relate to biogas production and envision their contribution to creating a sustainable society. Herein, we demonstrate that QSA by a TNA, combined with the application of a PESTEL model, are valuable analytical tools in sustainable project management. The lessons from Project X can be applied to other local biogas initiatives, as many identified threats and opportunities are shared by others. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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28 pages, 651 KiB

Open AccessArticle

Success Factors in Sustainable Management of IT Service Projects: Exploratory Factor Analysis

by Szymon Zaleski and Rafał Michalski

Sustainability 2021, 13(8), 4457; https://doi.org/10.3390/su13084457 - 16 Apr 2021

Cited by 27 | Viewed by 5681

Abstract

Management of successful IT projects in a sustainable manner is influenced by numerous factors. Organizational awareness of the necessity of engaging all project stakeholders is an important issue that helps in meeting project sustainable development goals. While there are many studies on the success factors of IT software projects, there is still little coherent research on the success factors of IT service projects. The purpose of this article is to contribute in filling this gap by attempting to identify success factors of the IT services project involving both traditional and agile approaches and considering sustainable development, specifically in terms of the stakeholders’ role in project management. We conducted questionnaire-based research involving 155 IT service project managers. The results of the study were subjected to exploratory factor analysis. As a result, we presented and thoroughly formally examined the factorial model of success components in the IT service industry. We distinguished four factors: (1) agile techniques and change management, (2) organization and people, (3) stakeholders and risk analysis, and (4) work environment. The results were compared with analogous studies found in the literature. The research showed that both traditional and agile management approaches coexist, meet sustainable development goals, and are significant for the successful management in IT service projects where all stakeholders play an important role. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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16 pages, 4113 KiB

Open AccessArticle

Revitalizing the Global Alliances for Sustainable Development: Analyzing the Viability of Sustainable Development Goal 17—A Multi-Actor Governance Approach

by Elena Bulmer and Cristina del Prado-Higuera

Sustainability 2021, 13(8), 4247; https://doi.org/10.3390/su13084247 - 11 Apr 2021

Cited by 4 | Viewed by 4156

Abstract

The seventeenth Sustainable Development Goal of the United Nations, Partnerships for the Goals, aims to strengthen the means of the implementation and revitalize the global partnership for sustainable development. The successful implantation of the UN’s seventeenth Sustainable Development Goal will aid the execution and achievement of the other sixteen goals. This article explores the importance and viability of Sustainable Development Goal 17, using a case study based in Valencia, Spain. The study presents an illustrative stakeholder situation, where we see that there are conflicting interests among conservationists, fishermen, municipality representatives, and others. Data collection was done using desk-based research and semi-structured interviews. The interview process was performed between October 2018 and October 2019. In total, 21 different stakeholders were interviewed. For the data analyses, a stakeholder register, Power–Interest Matrices, and a stakeholder map were used, and, to complement the latter, narratives were developed. The different analyses showed that most project stakeholders supported the project, while there was really only one stakeholder, the fishermen themselves, who were reticent about participating. However, it was shown over time that, by developing a common vision with them, the fishermen came on board the project and collaborated with the scientists. Stakeholder engagement analyses are especially useful in the application of Sustainable Development Goals at the project level. Although this case study is specifically applicable to a marine conservation context, it may be extrapolated and applied to any other Sustainable Development Goals’ context. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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21 pages, 511 KiB

Open AccessArticle

Fulfilling External Stakeholders’ Demands—Enhancement Workplace Safety Using Fuzzy MCDM

by Nikola Komatina, Marko Djapan, Igor Ristić and Aleksandar Aleksić

Sustainability 2021, 13(5), 2892; https://doi.org/10.3390/su13052892 - 7 Mar 2021

Cited by 6 | Viewed by 2668

Abstract

Sustainable development and project stakeholder management indicate a business practice where an organization strives to fulfil the demands of the important stakeholders for the project’s success. If one company relies on subassembly parts from its supplier, then it might be considered that it has high interest for enhancing the business continuity of the supplier. This issue has become more complex during 2020 due to turbulent business conditions where the problem of the safety and health of workers during daily work has become one of main reasons for business vulnerability. Besides the above-mentioned, project stakeholders may have different demands. The implementation of the management actions that lead to the fulfilment of stakeholder demands (SDs), such as addressing ongoing issues, are almost always limited by the available budget. The contribution of this research is providing the input for determining the actions which should address the most important SDs. Those activities may be seen as part of the strategy for external stakeholder management and successful long-term relationship. The determination of the priorities of SDs is based on a fuzzy multicriteria optimization model with type-2 fuzzy sets. Full article

(This article belongs to the Special Issue Stakeholders in Sustainable Project Management)

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