Unlocking sustainable project management: The role of project managers' competencies in resource bricolage from a stakeholder engagement perspective

IF 4.8 Q1 BUSINESS Business Strategy and Development Pub Date : 2024-07-30 DOI:10.1002/bsd2.408
Munther Al-Nimer, Muhammad Sualeh Khattak, Qiang Wu, Rizwan Ullah
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Abstract

Sustainable project management practices have garnered increasing attention in recent years. Consequently, in the age of digitalization and globalization, numerous studies extensively explore the relationship between digitalization and sustainable practice. While optimism abounds, there is insufficient research into how and what types of project managers effectively manage resources to enhance the sustainability of projects when stakeholders are engaged. Therefore, we aim to address this gap by analyzing a sample of 211 Chinese project managers involved in the China-Pakistan Economic Corridor (CPEC). Our findings indicate that project managers with digital literacy and experience are effective at managing existing resources to promote sustainable project management practices, while project managers with financial literacy do not directly exhibit sustainable practices. Furthermore, digitally literate managers are more likely to engage in bricolage (effective resource management), whereas experienced project managers are less likely to do so in the presence of stakeholder engagement. Moreover, stakeholder engagement does not appear to moderate the relationship between project manager financial literacy and bricolage. Based on these findings, our research recommends that organizations focus on employing digitally literate and experienced project managers to effectively manage their limited resources for sustainable project management. Further practical implications are discussed.

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开启可持续项目管理:从利益相关者参与角度看项目经理能力在资源混合中的作用
近年来,可持续项目管理实践日益受到关注。因此,在数字化和全球化时代,许多研究广泛探讨了数字化与可持续实践之间的关系。虽然乐观的声音不绝于耳,但对于在利益相关者参与的情况下,项目经理如何以及何种类型的项目经理能够有效地管理资源,从而提高项目的可持续性,研究却并不充分。因此,我们对参与中巴经济走廊项目的 211 名中国项目经理进行了抽样分析,旨在填补这一空白。我们的研究结果表明,具备数字素养和经验的项目经理能够有效管理现有资源,促进可持续项目管理实践,而具备财务素养的项目经理则不会直接表现出可持续实践。此外,具备数字素养的项目经理更有可能参与 "blicolage"(有效资源管理),而经验丰富的项目经理在利益相关者参与的情况下则不太可能这样做。此外,利益相关者的参与似乎并不能调节项目经理的财务素养与 "双轨制 "之间的关系。基于这些发现,我们的研究建议企业重点聘用具备数字知识和经验的项目经理,以有效管理有限资源,实现可持续项目管理。我们还讨论了进一步的实际意义。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Business Strategy and Development
Business Strategy and Development Economics, Econometrics and Finance-Economics, Econometrics and Finance (all)
CiteScore
5.80
自引率
6.70%
发文量
33
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