Managerial Competencies Required to Achieve Sustainable Development Projects: A Proposed Model for Managers

Abstract

This study deals with the managerial competencies of current managers that are required to achieve sustainable development projects. A comparative literature review is conducted to summarize the critical managerial competencies in general. Then, this is narrowed down to find the managerial competencies that lead to the proper accomplishment of sustainable development projects. Considering these views, the purpose of this exploration is to discover the significance of managerial competencies on the achievement of sustainable development projects. The findings indicate that communication, leadership, development orientation, achievement orientation, motivation, teamwork, innovation, and decision making are the most critical managerial competencies that can enhance the performance of managers towards achieving sustainable development projects. Thus, this article demonstrates a model inclusively for managers to link the found managerial competencies with the realization of sustainable development projects. The model is focused mainly on the specific managerial competencies that will encourage managers to perform outstanding results in recent as well as future sustainable development projects.

Diffusion of Innovation in Sustainable Development Projects: A Proposed Integrative Model

“…3 Adoption of innovative ideas in sustainable development projects can be rejected or accepted depending on the outcomes of stage 1 and 2. Banytė & Salickaitė, 2008;Bozkurt & Kalkan, 2014;Chatenier et al, 2010;Gambatese & Hallowell, 2011;Hassan, 2020;Ion & Cristina, 2014;Lim et al, 2010;Middleton, 2010;Payá n-Sá nchez et al, 2021;Samson & Gloet, 2014;Sheu & Lee, 2011;Shieh, 2011;Szymczyk & Kaminski, 2014.…”

“…Unattractive markets could also suppress the diffusion of innovation in SD projects, as it discourages project professionals to invest more budget, time, or effort to adopt and diffuse innovation in such projects (Ling et al, 2007;Hassan, 2021b;Murphy et al, 2015;Ozorhon, 2013). Yet, the wrong adoption time of innovation could negatively influence the diffusion of innovation in SD projects, leading it to fail (Hassan, 2020;Payá n-Sá nchez et al, 2021). The reason is that the adoption time of innovation could be associated with other issues such as the availability of budget, resources, products, or experienced project team members (Banyte & Salickaite, 2008;Bhardwaj, Singh & Kharayat, 2011;Samson & Gloet, 2014).…”

“…is essential to diffuse innovation fruitfully throughout the SD project cycle (Cano & Londoño-Pineda, 2020;Chatenier et al, 2010;Gambatese & Hallowell, 2011).). The reason is that some of the resources required to deliver innovation have special expertise that could be hard to obtain (Gambatese & Hallowell, 2011;Hassan, 2020;Repo &Environmental Management andSustainable Development ISSN 2164-7682 2022, Vol. 11, No.…”

“…The second scenario is the successful adoption of innovative ideas in SD projects, where innovation would be diffused effectively and adequately in SD projects (Banytė & Salickaitė, 2008;Hassan, 2020;Lim et al, 2010;Payá n-Sá nchez et al, 2021;Samson & Gloet, 2014). As a result, the successful adoption has many advantages such as economic growth (Ion & Cristina, 2014), competitive advantage (Lim et al, 2010), create a new market (Bozkurt & Kalkan, 2014;Szymczyk & Kaminski, 2014), adopt new technologies (Middleton, 2010), improve SD project quality (Szymczyk & Kaminski, 2014), and establish an innovation culture that helps the SD project professionals move from traditional ways of performing projects to new reliable techniques (Shieh, 2011), unavailability of required material (Chatenier et al, 2010;Gambatese & Hallowell, 2011), resistance to change (Chatenier et al, 2010;Gambatese & Hallowell, 2011).…”

Análise Confirmatória de Competências Gerenciais para o Desenvolvimento Sustentável

“…Dito isso, tem-se no reconhecimento do valor do conhecimento e no compromisso do alcance de melhor qualidade social, ambiental e econômica, a utilização de competências gerenciais para se atingir os resultados desejados do desenvolvimento sustentável (Dzhengiz & Niesten, 2019). Nesse sentido, se tem uma probabilidade maior de tomar decisões sobre o que deve ou não ser feito, e sob que circunstâncias, projetos com foco nesse desenvolvimento são/serão realizados (Hassan, 2020). A exemplo, estudos têm fornecido classificações diferentes para competências circunscritas à sustentabilidade, tais como: comunicação, liderança, orientação para o desenvolvimento, flexibilidade, influência, motivação, trabalho em equipe, orientação para as realizações, foco na qualidade, foco no cliente, planejamento, inovação e tomada de decisão (Fanelli et al, 2020, Hassan, 2020.…”