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Redefining the Use of Sustainable Development Goals at the Organisation and Project Levels—A Survey of Engineers

Author

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  • Paul Mansell

    (Bartlett School of Construction and Project Management, University College London, London WC1E 7HB, UK
    Nathu Puri Institute for Engineering & Enterprise, London South Bank University, London SE1 0AA, UK)

  • Simon P. Philbin

    (Nathu Puri Institute for Engineering & Enterprise, London South Bank University, London SE1 0AA, UK)

  • Efrosyni Konstantinou

    (Bartlett School of Construction and Project Management, University College London, London WC1E 7HB, UK)

Abstract

The United Nations’ (UN) Sustainable Development Goals (SDGs) aim to deliver an improved future for people, planet and profit. However, they have not gained the required traction at the business and project levels. This article explores how engineers rate and use the SDGs at the organisational and project levels. It adopts the Realist Evaluation’s Context–Mechanism–Outcomes model to critically evaluate practitioners’ views on using SDGs to measure business and project success. The study addresses the thematic areas of sustainability and business models through the theoretical lens of Creating Shared Value and the Triple Bottom Line. A survey of 325 engineers indicated four primary shortfalls for measuring SDGs on infrastructure projects, namely (1) leadership, (2) tools and methods, (3) engineers’ business skills in measuring SDG impact and (4) how project success is too narrowly defined as outputs (such as time, cost and scope) and not outcomes (longer-term local impacts and stakeholder value). The research study is of value to researchers developing business models that address the SDGs and also practitioners in the construction industry who seek to link their investment decisions to the broader outcomes of people, planet and profit through the UN SDGs.

Suggested Citation

  • Paul Mansell & Simon P. Philbin & Efrosyni Konstantinou, 2020. "Redefining the Use of Sustainable Development Goals at the Organisation and Project Levels—A Survey of Engineers," Administrative Sciences, MDPI, vol. 10(3), pages 1-39, August.
    • Handle: RePEc:gam:jadmsc:v:10:y:2020:i:3:p:55-:d:397649
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    4. AbdelAziz AlOwais, 2024. "Agile Blueprints: Navigating Project Management toward Sustainable Success: A Comprehensive Literature Synthesis and Managerial Compass," International Review of Management and Marketing, Econjournals, vol. 14(3), pages 74-81, May.
    5. Asuamah Yeboah, Samuel, 2024. "Bridging the Gap: Public-Private Partnerships in Sustainable Building for Developing Countries," MPRA Paper 122643, University Library of Munich, Germany, revised 10 Oct 2024.
    6. Adam P. Balcerzak & Radka MacGregor Pelikánová, 2020. "Projection of SDGs in Codes of Ethics—Case Study about Lost in Translation," Administrative Sciences, MDPI, vol. 10(4), pages 1-18, November.
    7. Isabel-María García-Sánchez & Víctor Amor-Esteban & Alejandra García-Sánchez, 2021. "Different Leaders in a COVID-19 Scenario: CEO Altruism and Generous Discourse," Sustainability, MDPI, vol. 13(7), pages 1-19, March.
    8. Paul Mansell & Simon P. Philbin & Efrosyni Konstantinou, 2020. "Delivering UN Sustainable Development Goals’ Impact on Infrastructure Projects: An Empirical Study of Senior Executives in the UK Construction Sector," Sustainability, MDPI, vol. 12(19), pages 1-29, September.

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