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dc.contributor.authorSabini, Luca
dc.contributor.authorAlderman, Neil
dc.date.accessioned2021-06-10T16:34:52Z
dc.date.available2021-06-10T16:34:52Z
dc.date.issued2021-06-01
dc.identifier.citationSabini , L & Alderman , N 2021 , ' The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives ' , Project Management Journal . https://doi.org/10.1177/87569728211007660
dc.identifier.issn8756-9728
dc.identifier.otherPURE: 24778223
dc.identifier.otherPURE UUID: 3697bec4-831f-41bf-a2bb-158328748c70
dc.identifier.otherORCID: /0000-0002-7417-157X/work/95373602
dc.identifier.urihttp://hdl.handle.net/2299/24577
dc.description© 2021 Project Management Institute, Inc. This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/)
dc.description.abstractProfessions are undergoing a significant change in how they integrate environmental and social objectives into their core values. This article examines the situation in which those working in the project management profession are expected to work under contradictory sustainability constraints. In this article, we investigate the tensions project managers experience when addressing sustainable objectives. Results show that when tensions arise over sustainable objectives (temporality of objectives, organizational barriers, and lack of control), they are addressed only when anchored to an economic one in the form of a business case for sustainability. We also find that when matching traditional project objectives with sustainable ones is not possible, practitioners enact a set of reactions characterized as ‘greenwashing,’, ‘it can’t be one person’, ‘no space for sustainability in my job’, ‘other actors involved’, or ‘pushing back’, depending on the specific project context.en
dc.format.extent15
dc.language.isoeng
dc.relation.ispartofProject Management Journal
dc.titleThe Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectivesen
dc.contributor.institutionManaging Complex Change Research Group
dc.contributor.institutionHertfordshire Business School
dc.description.statusPeer reviewed
dc.relation.school
dcterms.dateAccepted2021-06-01
rioxxterms.versionVoR
rioxxterms.versionofrecordhttps://doi.org/10.1177/87569728211007660
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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