Utilize este identificador para referenciar este registo: http://hdl.handle.net/10362/145956
Título: Identifying project corporate behavioral risks to support long-term sustainable cooperative partnerships
Autor: Nunes, Marco
Abreu, António
Saraiva, Célia
Palavras-chave: Corporate behavior
Project critical success factors
Project management
Project risks
Risk management
Social network analysis
Sustainable cooperative partnerships
Geography, Planning and Development
Renewable Energy, Sustainability and the Environment
Environmental Science (miscellaneous)
Energy Engineering and Power Technology
Management, Monitoring, Policy and Law
SDG 7 - Affordable and Clean Energy
Data: 1-Jun-2021
Citação: Nunes, M., Abreu, A., & Saraiva, C. (2021). Identifying project corporate behavioral risks to support long-term sustainable cooperative partnerships. Sustainability, 13(11), Article 6347. https://doi.org/10.3390/su13116347
Resumo: 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.
Descrição: This research received no external funding. Publisher Copyright: © 2021 by the authors.
Peer review: yes
URI: http://hdl.handle.net/10362/145956
DOI: https://doi.org/10.3390/su13116347
ISSN: 2071-1050
Aparece nas colecções:FCT: CTS - Artigos em revista internacional com arbitragem científica

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