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Research communities across multiple disciplines have demonstrated an increasing concern about variations in the performance of social-ecological systems. In response to this concern, holistic research on resilience explores explanations for the performance of the systems under both predictable and unknown stressors and shocks. Embedded in broader systems, projects - which often involve a broad range of uncertainty and variability in performance outcomes - provide a fertile context in which to study resilience. On the other hand, projects involve temporary organising that is crucial in the extreme and changing contexts. In this essay, we frame a roadmap for the new theoretical domain of research at the intersection of resilience and projects. This framework intends to spark new research directions and can be used by scholars to investigate resilience at and across multiple levels-- individuals, groups/teams, projects, organisations, industries, and societies.

In recent years, the discussion about sustainability has risen above average and a huge amount of different terms have been established. This leads to a very broad and unspecified discussion about this topic, especially in economic science and business management.The aim of this paper is to find out -due to an extended literature study -where the focus in the discussion of Sustainable Development (SD), Corporate Social Responsibility (CSR) and their relationship is. Clusters have been identified which intend to clarify whether CSR correlates with the social dimension of SD as defined by Brundtland and the model of the triple-bottom-line; whether CSR represents SD on a corporate level; whether SD and CSR are used synonymously; or whether articles exist which focus especially on the social dimension of SD but do not use terms such as CSR.A framework is presented in which the relationship between SD and CSR is defined to ease further research in SD and CSR, moreover, to enhance the development of new methodologies and instruments towards the implementation of SD / CSR strategies into companies.

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This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.