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Exploring Patterns of Sustainability Stimuli of Project Managers

Author

Listed:
  • Carl Marnewick

    (Department of Applied Information Systems, College of Business and Economics, University of Johannesburg, Johannesburg 2006, South Africa)

  • Gilbert Silvius

    (Department of Applied Information Systems, College of Business and Economics, University of Johannesburg, Johannesburg 2006, South Africa
    Research Group Project Management, LOI University of Applied Sciences, Leidsedreef 2, 2352 BA Leiderdorp, The Netherlands)

  • Ron Schipper

    (P2 Management Consultants, Slotselaan 6–8, 5328 ER Rossum, The Netherlands)

Abstract

Sustainable project management is becoming important and the sustainability concepts of people, the planet and profit needs to be incorporated into any type of project. This article focuses on the behavior of the project manager per se and the stimuli patterns that motivate them to adhere to sustainable project management. Three stimuli patterns are used i.e., intrinsically motivated, pragmatic and task driven. To determine which of these patterns influence a project manager, a quantitative pair-wise comparison was used. Twelve statements were used in a pair-wise comparison resulting in a combination of 66 questions. A sample of 101 project managers was analyzed to determine the stimuli patterns. The results indicate that the most prevalent stimulus pattern is the intrinsically motivated pattern with the other two patterns equally important. The results are consistent across gender, age and types of projects as well as industries. It can be concluded that for this study, project managers incorporate sustainability because they feel that it is something they should do. The motivation to consider sustainability is dominated by their behavioral beliefs and the characteristics of the project, or the opinion of others, do not play a large role. This research contributes to the larger body of knowledge with regards to sustainable project management and specifically to the human behavior of project managers. This research addresses the gap that currently exists in current literature where the focus is on the product’s sustainability and sustainable processes.

Suggested Citation

  • Carl Marnewick & Gilbert Silvius & Ron Schipper, 2019. "Exploring Patterns of Sustainability Stimuli of Project Managers," Sustainability, MDPI, vol. 11(18), pages 1-17, September.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:18:p:5016-:d:267001
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    7. José Magano & Gilbert Silvius & Cláudia Sousa Silva & Ângela Leite, 2021. "Exploring Characteristics of Sustainability Stimulus Patterns of Project Managers," Sustainability, MDPI, vol. 13(7), pages 1-18, April.
    8. Raquel Castro Madureira & Cláudia Sousa Silva & Marlene Amorim & Marta Ferreira Dias & Bruno Lins & Gisela Mello, 2022. "Think Twice to Achieve a Sustainable Project Management: From Ecological Sustainability towards the Sustainable Project Management Cube Model," Sustainability, MDPI, vol. 14(6), pages 1-22, March.
    9. Ruben van der Sluijs & Gilbert Silvius, 2023. "Exploring the Values of a Sustainable Project Manager," Sustainability, MDPI, vol. 15(10), pages 1-22, May.
    10. Avinash Kumar Singh & Devendra Kumar Pathak & Sabyasachi Patra, 2023. "An integrated systems thinking approach for achieving sustainability in project‐based organizations," Systems Research and Behavioral Science, Wiley Blackwell, vol. 40(3), pages 501-535, May.
    11. Gilbert Silvius & Ronald Ursem & José Magano, 2023. "Exploring the Project Owner’s Behaviour of Addressing Sustainability in Project Assignment and Governance," Sustainability, MDPI, vol. 15(19), pages 1-24, September.

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