SIG OFFICERS (2024-2025):
SIG board for 2024:
Christine Unterhitzenberger, University of Leeds, United Kingdom, 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:
Per Svejvig, Aarhus University, Denmark
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 a 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
Carl Marnewick – cmarnewick@uj.ac.za
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 – juliano.denicol@ucl.ac.uk
ST10_02 – Project and Society
This track explores how project management addresses ‘Grand’ challenges, focusing on sustainability, stakeholder engagement, and the potential ‘dark side’ of projects, such as corruption and modern slavery. It examines the bidirectional relationship between projects and society, highlighting how projects contribute to achieving goals like sustainable development, while also being shaped by societal pressures. Additionally, the emerging intersection between stakeholder governance and joint value creation is emphasized, pointing to a need for further research on cooperative structures in project organizations. We invite bold, innovative research that links the long-term vision of Grand challenges to the temporality of projects.
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 – f.dimaddaloni@ucl.ac.uk
PROJECT ORGANISING SIG TRACKS
T10_03 – The ‘bright’ and ‘dark’ side of organising projects: Addressing societal and humanitarian concerns
Projects are used to address societal and humanitarian concerns created by human activities, long-term challenges including those included in the UNSDGs, and barriers faced by vulnerable populations for advancement. This track aims to provide opportunities for project management researchers to submit papers on theories and practices used to address these challenges worldwide covering both the “bright” and “dark side of these challenges. Typical problems that are the focus of this track include problems created by humans, such as poverty, hunger, disease, slavery, and inequity; and barriers faced by vulnerable populations.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty; Goal 2: Zero hunger; Goal 3: Good health and well-being for people; Goal 5: Gender equality; Goal 6: Clean water and sanitation; Goal 7: Affordable and clean energy; Goal 10: Reducing inequalities; Goal 11: Sustainable cities and communities; Goal 13: Climate action; Goal 17: Partnerships for the goals
Primary Contact:
Shankar Sankaran, University of Technology Sydney, Australia – Shankar.Sankaran@uts.edu.au
T10_04 – Transforming Project Management: Embracing Agility, Digitalization, and Artificial Intelligence
In today’s rapidly evolving digital landscape, organizations are transforming how they manage projects, programs, and portfolios. This special topic invites scholars to explore the integration of agile approaches, digital transformation, and artificial intelligence in project organizing. We aim to examine how these trends enhance organizational capabilities, drive strategic initiatives, and address the complexities and challenges of the digital age.
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_05 – Project Leadership with Purpose
The track “Project Leadership with Purpose”, 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 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 16: Peace, justice and strong institutions
Primary Contact:
Jennifer Whyte, The University of Sydney – jennifer.whyte@sydney.edu.au