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Project Management for Sustainability Practices

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: closed (31 May 2022) | Viewed by 3629

Special Issue Editors


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Guest Editor
Department of Economics, University of Foggia, 71121 Foggia, Italy
Interests: organization theory; innovation and technology; sustainability; complexity; systems thinking; viable systems approach; project management; organizational cybernetics; service science; project-based organizations; hybrid organizations

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Guest Editor
Department of Management, Sapienza University of Rome, 00185 Rome, Italy
Interests: sustainability; complexity; systems thinking; viable systems approach; project management; organizational cybernetics; service science
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
Department of Economics, Management, Istitutions, University of Naples Federico II, 80138 Napoli, Italy
Interests: organization theory; digitalization; sustainability; knowledge management; human resource management; project-based organizations; hybrid organizations

Special Issue Information

Dear Colleagues,

Although the relationship between project management and sustainability is increasingly gaining attention from scholars, decision-makers, public and private organizations, it still appears to be surrounded by challenges which deserve new perspectives and in-depth investigation.

The temporary nature of projects and the task-oriented project management approach does not always seem to be compliant with the usually long-term perspective of sustainability. Despite their apparent distance, sustainable project management is an increasingly emerging research topic and practical issue. Actually, recent disruptive events, and the Covid-19 pandemic, had and are still having profound implications on several organizational fittings and processes, accelerating and highlighting the need for new sustainable worldwide paradigms. In this path, project management discipline, as a mixture of strategic and business management, technical and behavioural competences, if internalized by institutions and organizations with appropriate practice, can support the implementation of new strategies, making things happen according to the idea–project–outcome process, reducing the risk of failure.

This Special Issue aims to investigate the contribution of project management for sustainability practices to social systems, as well as the emerging managerial and organizational implications, in terms of sustainability, which are also unpredictable and nonlinear, which derive from the implementation of project management methodologies, techniques and tools. Moving from multidisciplinary fields of research, this Special Issue aims to attract papers that, by focusing on original theoretical and practical contributions related to the application of project management to sustainability issues, can promote a new way of knowing (epistemology) and learning, and a new observational perspective.

This Special Issue offers the opportunity to publish on a state-of-the-art topic, promoting wide diffusion, recognition and citations of the submitted papers. Besides this, many other benefits will be provided, such as support from the editors, feedback and tips to improve a manuscript, peer endorsement of the published works, and a community of contributors with outstanding networking opportunities.

Recommended topics include, but are not limited to:

  • Theoretical advancements in sustainable project management;
  • Implementations of project management for sustainability practices, either in the pubic or private sector;
  • Soft skill issues and perspectives on project management for sustainability practices;
  • People, technology, and governance of project management for sustainability practices;
  • Methodologies, techniques and tools of project management for sustainability practices;
  • Effects and benefits of project management for sustainability practices;
  • Role of information systems and big data analytics for project management for sustainability practices;
  • Project-based organizations, hybrid organizations, network organizations.

Prof. Primiano Di Nauta
Dr. Francesca Iandolo
Prof. Gianluigi Mangia
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 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.

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 semimonthly 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 2400 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

  • sustainable project management
  • viable project management
  • sustainable project practices
  • project-based organizations

Published Papers (1 paper)

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Research

20 pages, 1038 KiB  
Article
Critical Factors Influencing Interface Management of Prefabricated Building Projects: Evidence from China
by Shengxi Zhang, Zhongfu Li, Shengbin Ma, Long Li and Mengqi Yuan
Sustainability 2022, 14(9), 5418; https://0-doi-org.brum.beds.ac.uk/10.3390/su14095418 - 30 Apr 2022
Cited by 18 | Viewed by 2692
Abstract
Recently, interface management has been regarded as the key to the success of prefabricated building projects (PBPs) due to its capabilities to manage numerous interfaces caused by PBPs’ inherent geographical and organizational fragmentation. However, the factors influencing the interface management of PBPs are [...] Read more.
Recently, interface management has been regarded as the key to the success of prefabricated building projects (PBPs) due to its capabilities to manage numerous interfaces caused by PBPs’ inherent geographical and organizational fragmentation. However, the factors influencing the interface management of PBPs are largely unknown and poorly studied. To compensate for this gap, this study aimed to investigate the critical factors influencing interface management in PBPs with quantitative and qualitative methods. Twenty-seven critical factors influencing the interface management of PBPs were identified through a literature review, questionnaire survey, and face-to-face interviews with professionals in the construction industry. A questionnaire survey was sent out to developers, designers, manufacturers, contractors, and consultants in China, and 66 completed questionnaires were received. Results showed the top five critical factors influencing the interface management of PBPs were (1) accuracy of design, (2) timeliness of information communication, (3) timeliness of component production and supply, (4) standardization of design, and (5) definition of work content and scope. The 27 influencing factors of PBPs were further categorized into seven groups via exploratory factor analysis, namely: (1) information communication, (2) trust and cooperation, (3) technical and management capability, (4) organizational integration, (5) standardization, (6) technical environment, and (7) contractual management. Improving these issues will contribute to the successful implementation of PBPs. Finally, combined with relevant literature and expert interviews, the impact of these seven clusters on the interface management of PBPs was discussed. The findings may contribute to deepening the understanding of interface management, reducing unnecessary conflicts and difficulties, and promoting the sustainable development of prefabricated building (PB). Full article
(This article belongs to the Special Issue Project Management for Sustainability Practices)
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