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A Model to Manage Cooperative Project Risks to Create Knowledge and Drive Sustainable Business
Article

Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships

by 1,*, 2,3,* and 4,*
1
Department of Industrial Engineering, University of Beira Interior, 6201-001 Covilhã, Portugal
2
Department of Mechanical Engineering, Polytechnic Institute of Lisbon, 1959-007 Lisbon, Portugal
3
Center of Technology and Systems, CTS Uninova, 2829-516 Caparica, Portugal
4
Department of Informatic Engineering, University of Trás-os-Montes and Alto Douro (UTAD), 5000-801 Vila Real, Portugal
*
Authors to whom correspondence should be addressed.
Academic Editor: Ioannis Nikolaou
Sustainability 2021, 13(11), 6347; https://0-doi-org.brum.beds.ac.uk/10.3390/su13116347
Received: 27 April 2021 / Revised: 21 May 2021 / Accepted: 31 May 2021 / Published: 3 June 2021
Projects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application. View Full-Text
Keywords: project risks; corporate behavior; social network analysis; project management; risk management; project critical success factors; sustainable cooperative partnerships project risks; corporate behavior; social network analysis; project management; risk management; project critical success factors; sustainable cooperative partnerships
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MDPI and ACS Style

Nunes, M.; Abreu, A.; Saraiva, C. Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships. Sustainability 2021, 13, 6347. https://0-doi-org.brum.beds.ac.uk/10.3390/su13116347

AMA Style

Nunes M, Abreu A, Saraiva C. Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships. Sustainability. 2021; 13(11):6347. https://0-doi-org.brum.beds.ac.uk/10.3390/su13116347

Chicago/Turabian Style

Nunes, Marco, António Abreu, and Célia Saraiva. 2021. "Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships" Sustainability 13, no. 11: 6347. https://0-doi-org.brum.beds.ac.uk/10.3390/su13116347

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