IMPLEMENTATION OF CORPORATE SUSTAINABILITY STRATEGY THROUGH PROJECT MANAGEMENT TOOLS

10.12737/502 ◽  
2013 ◽  
Vol 2 (2) ◽  
pp. 16-21
Author(s):  
Перцева ◽  
Elena Pertseva
Keyword(s):  
Project Management ◽  
Business Strategy ◽  
Corporate Sustainability ◽  
Ongoing Activity ◽  
Management Tools ◽  
Sustainability Strategy ◽  
Environmental Considerations ◽  
Sustainability Program ◽  
Research On Application

The article is devoted to management of corporate sustainability program with project management tools. Corporate sustainability describes business strategy and ongoing activity built around social and environmental considerations. Though corporate sustainability programs are implemented through projects, there is little research on application of project management tools to realization of such programs. The present study has gone some way towards enhancing our understanding of interrelation between implementation of corporate sustainability strategy and project management tools used in an organization.

Political Consumerism and Corporate Strategy towards Sustainability Standard-Setting

2018 ◽  
pp. 792-812
Author(s):  
Luc Fransen
Keyword(s):  
Business Strategy ◽  
Corporate Strategy ◽  
Social Economic ◽  
Corporate Sustainability ◽  
Standard Setting ◽  
Environmental Standards ◽  
Political Consumerism ◽  
Societal Pressure ◽  
Sustainability Strategy ◽  
The Relationship

This chapter surveys corporate activities to promote social, economic, and environmental standards across the clothing, electronics, and cocoa industries and argues that political consumerism has been one factor driving these activities. Factors pertaining to government intervention and business strategy, having little to do with societal pressure or conscientious consumer activities, also drive brands and retailers to engage in sustainability standard-setting. As a result, across the sectors investigated, there appears to be a gap between business-driven sustainability-standard efforts and experiments to get businesses to cater to political consumerist interests. Using empirical examples from the Netherlands, the chapter discusses the degree to which the relationship between these consumerist initiatives and corporate sustainability strategy can be considered in or out of sync. Can political consumerism guide and/or inspire mainstream brands and retailers towards better sustainability practices, or is it a movement supporting niche projects isolated from mainstream business efforts?

scholarly journals The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

2021 ◽  
Vol 13 (3) ◽  
pp. 1490
Author(s):  
Agustín Moya-Colorado ◽  
Nina León-Bolaños ◽  
José L. Yagüe-Blanco
Keyword(s):  
Project Management ◽  
International Development ◽  
Management Practice ◽  
Development Cooperation ◽  
Management Tools ◽  
Governmental Organization ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Funding Mechanisms ◽  
Donor Agencies

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.

scholarly journals Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

2020 ◽  
Vol 12 (2) ◽  
pp. 521 ◽  
Author(s):  
Fotis Kitsios ◽  
Maria Kamariotou ◽  
Michael A. Talias
Keyword(s):  
Strategic Management ◽  
Bibliometric Analysis ◽  
Business Strategy ◽  
Corporate Sustainability ◽  
Management Decision ◽  
Sustainability Strategies ◽  
Strategic Approach ◽  
Management Decision Making ◽  
Number Of Publications ◽  
Support Methods

Sustainability is becoming an increasing issue for decision-makers and scholars worldwide and many managers understand the significance of the strategic approach of corporate sustainability. However, they face difficulties in aligning sustainable development and strategic management as well as to implement it in practice. Thus, the purpose of this paper is to conduct a bibliometric analysis exploring the integration of strategic management, decision-making and corporate sustainability, providing a framework of interrelated issues according to the current literature in this area. 72 peer-reviewed papers were analyzed based on Webster’s and Watson’s (2002) methodology. The results of this review revealed that the number of publications in this domain has increased in the last decade, and there is a need to foster research (especially empirical) in this field because managers should find out ways to implement, in action, corporate sustainability strategies and integrate their action plans with their business strategy. This review concludes with a framework that includes the most commonly addressed issues of this topic and provides opportunities and challenges for further research.

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

2021 ◽  
Vol 13 (11) ◽  
pp. 6347
Author(s):  
Marco Nunes ◽  
António Abreu ◽  
Célia Saraiva
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Research Literature ◽  
Management Tools ◽  
Dynamic Interactions ◽  
Major Factors

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.

USING PROJECT MANAGEMENT TOOLS TO IMPROVE THE EFFICIENCY OF INVESTMENT PROJECTS IN CONSTRUCTION

2021 ◽  
Vol 14 (1) ◽  
pp. 83-88
Author(s):  
Svetlana Mikhailovna SYCHEVA ◽  
◽  
Elena Yury’evna KUZMINA ◽  
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Integrated Approach ◽  
Construction Sector ◽  
Management Tools ◽  
Investment Projects ◽  
Key Characteristics ◽  
Project Costs ◽  
Team Project ◽  
Key Indicators

The article discusses the features of the implementation of investment projects in the construction industry, the main trends in project management in this area. The importance of the construction industry for the country’s economy is substantiated, the key indicators of the construction sector and its contribution to GDP are highlighted. The analysis of the development of the construction industry for the period from 2009 to 2020 is carried out. The reasons for the decrease in investment in construction are identified, among them the most important ones are highlighted. In the article discusses the key characteristics of the construction industry in our country. The conclusion is made about the need for a systematic and integrated approach to the management of investment projects. The authors propose to use the tools of project management to improve the efficiency of the implementation of investment projects. The main tools of project management (tools for defragmentation of work, tools for managing the time in the project, tools for managing resources for project implementation, tools for managing project costs) are named and examples of their use are given. The concepts of «team», «project management team», «matrix of responsibility» are considered.

scholarly journals Does the environment matter, a closer look at the environmental approach by small businesses in Africa developing countries.

2021 ◽  
Vol 9 (9) ◽  
pp. 43-54
Author(s):  
Bobo Chazireni
Keyword(s):  
Developing Countries ◽  
Small Businesses ◽  
Business Strategy ◽  
Business Owners ◽  
Bottom Line ◽  
Face To Face ◽  
Chambers Of Commerce ◽  
Sustainability Strategy ◽  
Strategy Alignment ◽  
Mixed Approach

Environmental Social Responsibility (ESR) is a notion, where business integrates environmental concerns in their operations and the interaction with stakeholders, without compromising profit. To this day, ESR studies are limited to areas of ethics, society and employees while literature is blunt on its impact on societies, consumer behaviour and governments. SMEs in developing countries are not spared their approach to ESR as a sustainability strategy. SMEs’ approach seems to digress from leverage on loyalty which emanates from their nearness to communities who in turn are potential customers. This paper takes a closer look at SMEs’ approach to ESR driven by SME business owners’ perception towards ESR. The paper will take account of SMEs’ behavioural response towards ESR and establish whether they regard ESR a strategic sustainability approach with long-term positive bottom-line benefits. Results were attained through assessing perceptions of SMEs towards ESR; assessing impact practice of ESR by SMEs; exploring factors that undermining practise of ESR by SMEs. A mixed approach was adopted where data was obtained using face to face interviews. Results showed that the majority of SME business owners had a negative approach towards the practice of ESR. SMEs believe ESR was mainly for large corporations since their operations were hideously affecting the environment. As new knowledge, recommendations from this paper will be shared with Chambers of Commerce in Africa developing countries. Some of the recommendations were that the chambers of commerce, local authorities must proactively support SMEs to practise ESR through awareness workshops, train and share the ESR strategy alignment with business strategy.

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