Considering sustainability in project management decision making; An investigation using Q-methodology

Silvius, Gilbert; Kampinga, Martin; Paniagua, Silvana; Mooi, H.G.

doi:10.1016/j.ijproman.2017.01.011

Cited by 151 publications

(81 citation statements)

References 37 publications

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“…The Q-methodology has already been applied in research on various aspects of project management (Cuppen et al 2016;Sohi et al 2019;Suprapto et al 2015) and on implementing sustainability in different contexts, including urban planning (Lu et al 2018;Silvius et al 2017). The Q-methodology appears to have potential in the context of project success factors, since the purpose of this study was to identify different subjective perspectives of the importance of the various success factors.…”

Section: Q-methodologymentioning

confidence: 99%

Extending the View on Project Performance

Molaei

Bosch‐Rekveldt

Bakker

2019

Administrative Sciences

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The main aim of this study is to gain insights into project management professionals’ perception of how project success can be achieved. The Q-methodology was followed in this research. Based on an extensive literature review and validation through expert judgment, a framework consisting of 33 factors increasing the likelihood of success was developed. A total of 34 practitioners in three different sectors (real estate, urban development, and infrastructure) in the Netherlands were asked to rank the statements contributing to the success of their projects. Four different perspectives of how project success can be achieved were distinguished in this study: “seeking the best match”, “being adaptive and open”, “keeping the team focused”, and “preparing for opportunities”. The perception of different practitioners of how success can be obtained may stem from factors of project context rather than sector and complexity. This highlights further research opportunities in taking a contingent approach when investigating project performance. The study helps to grasp the subjectivity of practitioners’ viewpoints regarding the potential ways to enhance project performance by understanding the similarity and differences of these viewpoints.

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Section: Q-methodologymentioning

confidence: 99%

Extending the View on Project Performance

Molaei

Bosch‐Rekveldt

Bakker

2019

Administrative Sciences

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“…From a wider life cycle perspective, and especially in a construction environment, projects' deliveries generally consume a significant amount of resources and have potential to negatively influence the environment [37]. Therefore, in these contexts, sustainability addresses resources management not only during the planning, implementation, or closing phase, but also at the decommissioning stage of the project's deliverable (in terms of its durability, reusability, and recyclability) [15].…”

Section: Resource Managementmentioning

confidence: 99%

“…Moreover, Banihashemi et al [58] found that having stakeholders who support sustainable delivery are central to the success of integrating sustainability into project management practices. Therefore, effective sustainable project management should aim for, among other things, the proactive involvement and engagement of stakeholders in project activities, from the definition of requirements, assessment of costs and benefits, project planning and scheduling, identification and assessment of risks, handling of issues, and project reporting [15].…”

Section: Stakeholders' Engagementmentioning

confidence: 99%

Sustainable Project Management: A Conceptualization-Oriented Review and a Framework Proposal for Future Studies

et al. 2019

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Today, more than ever, achieving sustainability of business activities, intertwining social, economic, and environmental perspectives, is one of the most challenging objectives for companies. Project management processes are no exception. This paper aims to contribute to the current research knowledge through a systematic review of the literature on the integration of project management and sustainability. Specifically, the aim was to clarify the research domains of sustainable project management, and to understand the current state of development and the future research directions. Results indicate that academic literature about this topic is still in its infancy, but that scholars’ attention is growing, opening new research directions. Based on the literature review results, we propose a new conceptual framework linking five key dimensions of sustainable project management: corporate policies and practices, resource management, life cycle orientation, stakeholders’ engagement, and organizational learning.

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“…The greatest strength of Q concerns its ability to effectively combine qualitative and quantitative dimensions into a robust mixed methods approach. In Q, the perspectives of respondents are analyzed with respect to a set of predefined viewpoints, rather than investigating the level of support for those viewpoints among the population, as is the case in other social research methods such as questionnaires and interviews [46][47][48][49]. Through the application of factor analysis, Q quantitatively assesses the patterns surrounding how participants load onto the identified dominant discourses.…”

Section: Q-methodologymentioning

confidence: 99%

Towards a Circular Economy: Using Stakeholder Subjectivity to Identify Priorities, Consensus, and Conflict in the Irish EPS/XPS Market

2019

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In European Seas, plastic litter from fishing activities, river transport, and poor waste management is one of the fastest growing threats to the health of the marine environment. Extruded polystyrene (XPS) and expanded polystyrene (EPS), specifically, have become some of the most prominent types of marine litter found around Europe’s coastlines. To combat this problem, the European Commission has ratified a series of regulations and policies, including the Single-Use Plastics Directive and the EU Action Plan for the Circular Economy. However, in order to ensure that the benefits of such regulations and policies are realized at a scale that can adequately address the scope of the problem, decision-makers will need to integrate the opinions, values, and priorities of relevant stakeholders who operate across the EPS/XPS product lifecycle. In this study, we apply a 35-statement Q-methodology to identify the priorities of stakeholders as they relate to the Irish EPS/XPS market and the wider societal transition to a circular economy. Based on the responses of nineteen individuals representing industry, policy-makers, and community leaders, we identified three distinct perspectives: System Overhaul; Incremental Upgrade; and Market Innovation. The results demonstrate that the type and format of policy interventions linked to Ireland’s EPS/XPS circular economy are heavily contested, which presents significant challenges for driving the debate forward. These results provide valuable information on viewpoints that can be used by different stakeholders at national and EU levels to address areas of conflict, ultimately fostering the development of more effective, broadly supported co-developed policies.

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Considering sustainability in project management decision making; An investigation using Q-methodology

Cited by 151 publications

References 37 publications

Extending the View on Project Performance

Extending the View on Project Performance

Sustainable Project Management: A Conceptualization-Oriented Review and a Framework Proposal for Future Studies

Towards a Circular Economy: Using Stakeholder Subjectivity to Identify Priorities, Consensus, and Conflict in the Irish EPS/XPS Market

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