Integrating Sustainability into Project Management Practices: Experiences of Managers in Infrastructure Projects
DOI:
https://doi.org/10.70670/sra.v4i1.1932Keywords:
Sustainability Integration, Project Management, Leadership, Infrastructure Projects, Organizational Culture, Sustainable Development.Abstract
This study explores the integration of sustainability principles within the project management practices of infrastructure projects, drawing upon the experiences of fourteen project managers. The research employs semi-structured interviews and manual thematic analysis to examine how sustainability is conceptualized, operationalized, and aligned with project objectives. The analysis reveals four core themes: (1) the conceptualization of sustainability in practice, (2) organizational culture and structural enablers, (3) challenges and tensions encountered during implementation, and (4) strategies for aligning sustainability with project performance. The findings indicate that while there is widespread awareness of sustainability, its practical application remains fragmented due to factors such as cost considerations, lack of expertise, and inadequate regulatory frameworks. Leadership advocacy, collaborative learning, and early-stage planning emerge as critical success factors in the integration process. This research underscores the importance of incorporating sustainability into organizational strategies, technological platforms, and capacity-building initiatives to ensure long-term impact. Furthermore, the study contributes to both theory and practice by highlighting the interplay between managerial agency and organizational culture in transforming sustainability objectives into tangible project outcomes.
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