A Structural Model for the Antecedents of Sustainable Project Management in Pakistan
Sustainable development is the core agenda item of the 21st century to be addressed simultaneously by societies, businesses, and academia. Likewise, sustainability research in the project context is fragmented and still at a nascent stage with less attention directed towards the key antecedents part...
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doaj-36cb60fc7c3b45fa8a03bdefaf35ac252020-11-25T03:00:06ZengMDPI AGSustainability2071-10502020-09-01128013801310.3390/su12198013A Structural Model for the Antecedents of Sustainable Project Management in PakistanMehfooz Ullah0Muhammad Waris Ali Khan1Lee Chia Kuang2Ammar Hussain3Faisal Rana4Asadullah Khan5Mirza Rizwan Sajid6Faculty of Industrial Management, University Malaysia Pahang, Gambang 26300, Kuantan, MalaysiaFaculty of Industrial Management, University Malaysia Pahang, Gambang 26300, Kuantan, MalaysiaFaculty of Industrial Management, University Malaysia Pahang, Gambang 26300, Kuantan, MalaysiaDepartment of Business Management, Karakoram International University, Gilgit 15100, PakistanSchool of Business Administration, American University in Dubai, 28282 Dubai, UAEDepartment of Business Management, Karakoram International University, Gilgit 15100, PakistanDepartment of Statistics, University of Gujrat, Punjab 50700, PakistanSustainable development is the core agenda item of the 21st century to be addressed simultaneously by societies, businesses, and academia. Likewise, sustainability research in the project context is fragmented and still at a nascent stage with less attention directed towards the key antecedents particularly in developing countries. Using institutional theory, this paper analyzes the role of normative and mimetic isomorphic pressures as external enablers for integrating sustainability in project processes. Additionally, it aims to empirically validate a structural model for predictors of sustainable project management (SPM). Data were collected from 146 large construction firms in Pakistan which were then analyzed using the partial least square structural equation modeling (PLS-SEM) technique. The results show that mimetic isomorphic pressures assert more influence than normative pressures in predicting the sustainability performance of construction projects. The inferred implications suggest that large construction firms will tend to improve their sustainable performance under isomorphic pressure from professional bodies and from those competitors who are early adopters of sustainable project practices. This paper contributes to the literature by explaining the role of non-coercive isomorphism as an important enabler of SPM in developing countries. The model presented will enrich our current understanding of SPM by studying its juxtaposition with institutional theory and sustainable development research.https://www.mdpi.com/2071-1050/12/19/8013sustainable project managementinstitutional isomorphismconstruction industrydeveloping countriesPakistan |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Mehfooz Ullah Muhammad Waris Ali Khan Lee Chia Kuang Ammar Hussain Faisal Rana Asadullah Khan Mirza Rizwan Sajid |
spellingShingle |
Mehfooz Ullah Muhammad Waris Ali Khan Lee Chia Kuang Ammar Hussain Faisal Rana Asadullah Khan Mirza Rizwan Sajid A Structural Model for the Antecedents of Sustainable Project Management in Pakistan Sustainability sustainable project management institutional isomorphism construction industry developing countries Pakistan |
author_facet |
Mehfooz Ullah Muhammad Waris Ali Khan Lee Chia Kuang Ammar Hussain Faisal Rana Asadullah Khan Mirza Rizwan Sajid |
author_sort |
Mehfooz Ullah |
title |
A Structural Model for the Antecedents of Sustainable Project Management in Pakistan |
title_short |
A Structural Model for the Antecedents of Sustainable Project Management in Pakistan |
title_full |
A Structural Model for the Antecedents of Sustainable Project Management in Pakistan |
title_fullStr |
A Structural Model for the Antecedents of Sustainable Project Management in Pakistan |
title_full_unstemmed |
A Structural Model for the Antecedents of Sustainable Project Management in Pakistan |
title_sort |
structural model for the antecedents of sustainable project management in pakistan |
publisher |
MDPI AG |
series |
Sustainability |
issn |
2071-1050 |
publishDate |
2020-09-01 |
description |
Sustainable development is the core agenda item of the 21st century to be addressed simultaneously by societies, businesses, and academia. Likewise, sustainability research in the project context is fragmented and still at a nascent stage with less attention directed towards the key antecedents particularly in developing countries. Using institutional theory, this paper analyzes the role of normative and mimetic isomorphic pressures as external enablers for integrating sustainability in project processes. Additionally, it aims to empirically validate a structural model for predictors of sustainable project management (SPM). Data were collected from 146 large construction firms in Pakistan which were then analyzed using the partial least square structural equation modeling (PLS-SEM) technique. The results show that mimetic isomorphic pressures assert more influence than normative pressures in predicting the sustainability performance of construction projects. The inferred implications suggest that large construction firms will tend to improve their sustainable performance under isomorphic pressure from professional bodies and from those competitors who are early adopters of sustainable project practices. This paper contributes to the literature by explaining the role of non-coercive isomorphism as an important enabler of SPM in developing countries. The model presented will enrich our current understanding of SPM by studying its juxtaposition with institutional theory and sustainable development research. |
topic |
sustainable project management institutional isomorphism construction industry developing countries Pakistan |
url |
https://www.mdpi.com/2071-1050/12/19/8013 |
work_keys_str_mv |
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