SIG OFFICERS (2023-2024):
SIG board for 2024:
Per Svejvig, Aarhus University, Denmark (Chair and Treasurer), psve@mgmt.au.dk
Christine Unterhitzenberger, University of Leeds, United Kingdom (Chair Elect), c.unterhitzenberger@leeds.ac.uk
Maude Brunet, HEC Montréal, Canada (Program Chair), maude.brunet@hec.ca
Luca Sabini, Leeds University, United Kingdom (General Track Chair), l.sabini@leeds.ac.uk
Past Chairs, but still active:
Tuomas Ahola, Tampere University, Finland
Alexander Kock, Technische Universität Darmstadt, Germany
Graham Winch, Manchester Business School, UK.
Miia Martinsuo, Tampere University, Finland
Hans Georg Gemünden, Berlin University of Technology, Germany
Rodney Turner, SKEMA Business School, France
Christophe Midler, École Polytechnique, France
Brian Hobbs, University of Quebec at Montreal, Canada
PROJECT ORGANISING SIG STANDING TRACKS
GT10_00 – Project Organising General Track
The Project Organising track provides an international platform to share and debate topical issues in the management of projects as temporary organisations and their context in organisations or interorganisational networks. This includes the management of single projects, mega projects, programs, and project portfolios, as well as project-oriented organisations, which deliver projects to external or internal customers, and project networks or multi-enterprise meta-organisations created to deliver projects. We invite conceptual as well as empirical papers based on quantitative, qualitative or mixed methods. In our track, we run competitive sessions as well as development sessions, to help authors further develop their work.
UN Sustainable Development Goals (SDG):
Goal 6: Clean water and sanitation; Goal 7: Affordable and clean energy; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities; Goal 13: Climate action
Primary Contact:
Luca Sabini, Leeds University – l.sabini@leeds.ac.uk
ST10_01 – Multi-level Perspectives on Major and Megaprojects
Major projects are often complex endeavors, having many different structural arrangements and linkages with organizations and their wider institutional environments. Although research in project management has addressed the embeddedness of projects within their context, we need to understand the specificities of major and megaprojects’ institutional and organizational contexts, i.e. how actors collaborate, coordinate, and innovate in these temporary yet long-lasting, transformative and evolutive environments. This proposal raises the importance of understanding the multi-levelness of major projects; the interfaces among project actors, organisations and institutional levels; the governance issues, and the coordination of the people involved across these levels.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities
Primary Contact:
Juliano Denicol, University College London – juliano.denicol@ucl.ac.uk
ST10_02 – Project and Society: Sustainability, Stakeholders, and the Dark Side
The core of this track is tripartite:
– Project sustainability – on the sustainability transitions with the aim of systematising research on this issue in the project contexts
– Project Stakeholders (linked with PMJ & IJMB special issue) – on revealing different theoretical stances of project stakeholder research and multi-stakeholders collaboration.
– Dark Side of projects – on modern slavery, corruption, criminal organisations, money laundering, sexism, and other uncomfortable topics.
Authors submitting to the track must write clearly in the manuscript header which of three streams the manuscript is intended to:
“Sustainability”, “Stakeholders”, “Dark-Side”.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 13: Climate action
Primary Contact:
Francesco Di Maddaloni, University College London – f.dimaddaloni@ucl.ac.uk
PROJECT ORGANISING SIG TRACKS
T10_03 – The Transformative Power of Artificial Intelligence (Ai) In Project Management In The Digital Work Environment
The rapid advancement in Artificial Intelligence (AI) impacts every aspect of organizational and managerial activities, therefore, offers exciting opportunities to enhance project management practices. However, project management complexity is on the rise due to the emergence of exponential technologies, global business operations, pressure for sustainability, and changes in the nature of work. AI developments present economic, legal, ethical, managerial, organizational and social concerns and challenges derived from the expectations that the known labour market, as well as the roles and skills of project management practitioners, will significantly change. This track will feature paper presentations, case studies, interactive panel discussions, and
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,Goal 4: Quality education,Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure
Primary Contact:
Hila Chalutz-Ben Gal, Bar-Ilan University, The Alexander Kofkin Faculty of Engineering – hila.chalutz-ben-gal@biu.ac.il
T10_04 – Human Resource Challenges of Leading Sustainable Projects With Diversity and Inclusion During Turbulent Times
Project management is a critical field in driving sustainable development. With the current global challenges, project managers must prioritize diversity and inclusion in managing their projects. Leading sustainable projects with a focus on diversity and inclusion can be challenging, particularly in the face of external disruptions such as climate change, economic downturns, political instability, and social unrest. This track aims to explore the unique challenges faced by project managers in leading sustainable projects that must consider organizational diversity and inclusion policies and practices, especially in times of uncertainty and skill shortages.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality,Goal 8: Decent work and economic growth,Goal 10: Reducing inequalities,Goal 13: Climate action
Primary Contact:
Shazia Nauman, Riphah International University – shaznaum@yahoo.com
T10_05 – Projecting for Sustainability Transitions
Transitions in socio-technical systems, particularly for energy, are central to the achievement of 2050 net zero aspirations, and capital projects are central to socio-technical transitions. This Topic Proposal is motivated by the diagnosis that transition scholars have paid limited attention to role of projects, whereas project scholars have paid limited attention to wider sectoral or regime level transitions. The aim, therefore, is to facilitate this desirable cross-fertilization and to develop a research agenda on projecting for sustainability transitions. Submissions should show how projects enable shifts in any of the socio-technical systems that underpin contemporary economy and society.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,Goal 6: Clean water and sanitation,Goal 7: Affordable and clean energy,Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure,Goal 12: Responsible consumption and production,Goal 13: Climate action
Primary Contact:
Graham Winch, Alliance Manchester Business School – graham.winch@manchester.ac.uk
T10_06 – Unveiling the Perspectives of Project Risk Management: Delivering Success and Navigating Contextual Risks
Project risk management has been widely researched as a critical aspect in project planning to ensure project success. What is under researched within the project management literature is how project risk management intersects with various project aspects such as value creation, stakeholder management, (anti)corruption, ethics, social awareness, environmental sustainability, governance, transparency, and fair, safe, and decent working conditions. This track aims to foster collaboration among researchers from diverse fields. Its primary objective is to facilitate in-depth discussions on project risk management research and enhance our current understanding of the practical application of risk management tools, theories, and concepts for successful
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure,Goal 11: Sustainable cities and communities,Goal 17: Partnerships for the goals
Primary Contact:
Ambi Ambituuni, Birmingham Business School. University of Birmingham, Birmingham, UK – a.ambituuni@bham.ac.uk
T10_07 – Digital, Agile, Resilient, and Adaptive Transformation from the Project perspective
This track invites scholars from the project organizing SIG to understand how organizations deal with the digital, agile, resilient, adaptive, and flexible transformation of their project and innovation activities. We invite researchers to analyze how the digital, agile, resilient, and adaptive transformations can improve productivity and efficiency; but as well, to consider how these transformations trigger human and organizational challenges and how they can be associated with the new Industrial Revolution 5.0 that resonates with Society 5.0.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure,Goal 17: Partnerships for the goals
Primary Contact:
Alejandro Romero-Torres, School of Management, UQAM – romero-torres.alejandro@uqam.ca
T10_08 – Innovating Project Leadership
The track ‘Innovating Project Leadership’, will focus on socialized, collective and collaborative, rather than individualized, approaches to the field of project leadership. Leadership is neither remote nor extraordinary: it concerns day-to-day practices oriented to creating sustainable frameworks for employees and stakeholders of projects and their supply-chains. Research on how project leadership is changing and should change can inform the role of project leaders and leadership in delivering sustainable societal and environmental futures for future generations. Better outcomes occur through projects creating desirable rather than destructive futures.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,Goal 5: Gender equality,Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure,Goal 10: Reducing inequalities,Goal 12: Responsible consumption and production,Goal 16: Peace, justice and strong institutions,Goal 17: Partnerships for the goals
Primary Contact:
Jennifer Whyte, The University of Sydney – jennifer.whyte@sydney.edu.au
T10_09 – Behavioral aspect of project management (in managing grand challenges)
In the midst of challenging times, project managers (PMs) are faced with diverse issues such as meeting environmental requirements (Net Zero 2050), changes in working patterns such as home working, ongoing economic, political and social unrests, have led PMs and policy makers to consider more efficient behavioral approaches, beyond project tools and processes, to manage their project teams in order to ensure projects meet their goals (e.g., APM 2021; Bukoye et al. 2022; Mubarak, Khan & Pesämaa 2023; Roehrich et al. 2020). Thus, we encourage submissions that explores the existence, consequences and management of the ‘behavioral aspect of PM’.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,Goal 10: Reducing inequalities,Goal 12: Responsible consumption and production
Primary Contact:
Teslim Bukoye, University of Bath – otb34@bath.ac.uk