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Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships

Author

Listed:
  • Marco Nunes

    (Department of Industrial Engineering, University of Beira Interior, 6201-001 Covilhã, Portugal)

  • António Abreu

    (Department of Mechanical Engineering, Polytechnic Institute of Lisbon, 1959-007 Lisbon, Portugal
    Center of Technology and Systems, CTS Uninova, 2829-516 Caparica, Portugal)

  • Célia Saraiva

    (Department of Informatic Engineering, University of Trás-os-Montes and Alto Douro (UTAD), 5000-801 Vila Real, Portugal)

Abstract

Projects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application.

Suggested Citation

  • Marco Nunes & António Abreu & Célia Saraiva, 2021. "Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships," Sustainability, MDPI, vol. 13(11), pages 1-27, June.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:11:p:6347-:d:568220
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    References listed on IDEAS

    as
    1. Björkman, Ingmar & Kock, Sören, 1995. "Social relationships and business networks: The case of Western companies in China," International Business Review, Elsevier, vol. 4(4), pages 519-535.
    2. Kontinen, Tanja & Ojala, Arto, 2011. "Network ties in the international opportunity recognition of family SMEs," International Business Review, Elsevier, vol. 20(4), pages 440-453, August.
    3. Marco Nunes & António Abreu, 2020. "Managing Open Innovation Project Risks Based on a Social Network Analysis Perspective," Sustainability, MDPI, vol. 12(8), pages 1-31, April.
    4. Slobodan Kacanski & Dean Lusher, 2017. "The Application of Social Network Analysis to Accounting and Auditing," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 7(3), pages 182-197, July.
    5. Marco Nunes & António Abreu & Célia Saraiva, 2021. "A Model to Manage Cooperative Project Risks to Create Knowledge and Drive Sustainable Business," Sustainability, MDPI, vol. 13(11), pages 1-28, May.
    6. Marco Nunes & António Abreu, 2020. "Applying Social Network Analysis to Identify Project Critical Success Factors," Sustainability, MDPI, vol. 12(4), pages 1-32, February.
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    Cited by:

    1. Marco Nunes & Jelena Bagnjuk & António Abreu & Edgar Cardoso & Joana Smith & Célia Saraiva, 2022. "Creating Actionable and Insightful Knowledge Applying Graph-Centrality Metrics to Measure Project Collaborative Performance," Sustainability, MDPI, vol. 14(8), pages 1-25, April.
    2. Marco Nunes & Jelena Bagnjuk & António Abreu & Célia Saraiva & Edgar Nunes & Helena Viana, 2022. "Achieving Competitive Sustainable Advantages (CSAs) by Applying a Heuristic-Collaborative Risk Model," Sustainability, MDPI, vol. 14(6), pages 1-24, March.
    3. Marco Nunes & Jelena Bagnjuk & António Abreu & Edgar Cardoso & Joane Smith & Célia Saraiva, 2023. "Managing Collaborative Risks of Integrated Open-Innovation and Hybrid Stage-Gate Model by Applying Social Network Analysis—A Case Study," Sustainability, MDPI, vol. 15(6), pages 1-33, March.
    4. Marco Nunes & António Abreu & Jelena Bagnjuk & Edgar Nunes & Célia Saraiva, 2022. "A Strategic Process to Manage Collaborative Risks in Supply Chain Networks (SCN) to Improve Resilience and Sustainability," Sustainability, MDPI, vol. 14(9), pages 1-33, April.

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