Rok wydania: 2023
Numer czasopisma: 3
Słowa kluczowe: zarządzanie projektami, wielkie wyzwania, ciemna strona, współczesne niewolnictwo
Strony: 132-138
Język publikacji: Polski
Pobierz
Remedium czy infamia: wyzwania badawcze współczesnego zarządzania projektami
Alina Kozarkiewicz
Abstrakt
Celem tej pracy jest prezentacja dwóch wymiarów badań nad zarządzaniem projektami: nad projektami postrzeganymi jako remedium na istotne współczesne wyzwania ekonomiczne, społeczne i ekologiczne oraz nad zarządzaniem projektami jako obszarem, w którym funkcjonuje w ukryciu współczesne niewolnictwo, korupcja i greenwashing. Ten artykuł, opracowany na podstawie przeglądu literatury, jest głosem w dyskusji nad istotnymi problemami badawczymi i wyborami podejmowanymi przez badaczy w kontekście nie tyle możliwości publikacji, ile realnego wpływu podejmowanych tematów na świadomość społeczną i polityki organizacyjne. Pierwsza cześć artykułu jest poświęcona jasnej stronie projektów w znaczeniu pozytywnej roli odgrywanej przez wiedzę i umiejętności z zakresu zarządzania projektami w rozwiązywaniu istotnych problemów społecznych. W drugiej części pracy są prezentowane niechlubne praktyki zarządzania projektami, w tym przede wszystkim współczesne niewolnictwo. Aby projekty stały się sposobem na wzrost efektywności, a nie nośnikiem niewolnictwa i nierówności, konieczne jest podejmowanie niewygodnych tematów i prowadzenie dyskusji o zagrożeniach, w tym wynikających z niedostatecznej uwagi poświęconej problemom ciemnej strony projektów.
Bibliografia
[1] Aarseth W., Ahola T., Aaltonen K., Økland A., Andersen, B. (2017), Project Sustainability Strategies: A Systematic Literature Review, „International Journal of Project Management”, Vol. 35, pp. 1071–1083. [2] Alzoubi Y., Locatelli G., Sainati T. (2023), Modern Slavery in Projects: A Systematic Literature Review and Research Agenda, „Project Management Journal”, Vol. 54, No. 3, pp. 235–252. [3] Caruana R., Crane A., Gold S., LeBaron G. (2021), Modern Slavery in Business: The Sad and Sorry State of a Non-field, „Business & Society”, Vol. 60, No. 2, pp. 251–287. [4] Chia R. (2013), Paradigms and Perspectives in Organizational Project Management Research: Implications for Knowledge Creation, [in:] Drouin N., Muller R., Sankaran S. (Eds.), Novel Approaches to Organizational Project Management Research –Translational and Transformational, Copenhagen Business School Press, Copenhagen, Denmark, pp. 33–55. [5] Christ K.L., Burritt R.L., Islam M.A. (2023), Modern Slavery and the Accounting Profession, „The British Accounting Review”, Vol. 55, No. 3, art. 101174. [6] Crane A. (2013), Modern Slavery as a Management Practice: Exploring the Conditions and Capabilities for Human Exploitation, „Academy of Management Review”, Vol. 38, No. 1, pp. 49–69. [7] Crane A., LeBaron G., Phung K., Behbahani L., Allain J. (2022), Confronting the Business Models of Modern Slavery, „Journal of Management Inquiry”, Vol. 31, No. 3, pp. 264–285. [8] Creasy T., Carnes A. (2017), The Effects of Workplace Bullying on Team Learning, Innovation and Project Success as Mediated through Virtual and Traditional Team Dynamics, „International Journal of Project Management”, Vol. 35, No. 6, pp. 964–977. [9] Dodd T., Guthrie J., Dumay J. (2023), Management Controls and Modern Slavery Risks in the Building and Construction Industry: Lessons from an Australian Social Housing Provider, „The British Accounting Review”, Vol. 55, No. 3, art.101098. [10] Ferraro F., Etzion D., Gehman J. (2015), Tackling Grand Challenges Pragmatically: Robust Action Revisited, „Organization Studies”, Vol. 36, No. 3, pp. 363–390. [11] George G., Howard-Grenville J., Joshi A., Tihanyi L. (2016), Understanding and Tackling Societal Grand Challenges through Management Research, „Academy of Management Journal”, Vol. 59, No. 6, pp. 1880–1895. [12] Geraldi J., Söderlund J. (2018), Project studies: What It Is, Where It Is Going, „International Journal of Project Management”, Vol. 36, No. 1, pp. 55–70. [13] Global Slavery Index (2023), https://www.walkfree.org/global-slavery-index/, access date: 17.09.2023. [14] Grodal S., O’Mahony S. (2017), How Does a Grand Challenge Become Displaced? Explaining the Duality of Field Mobilization, „Academy of Management Journal”, Vol. 60, No. 5, pp. 1801–1827. [15] He Q., Wang Z., Wang G., Xie J., Chen Z. (2021), The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors, „Project Management Journal”, 53, No. 4, art. 75697282110427. [16] Hockerts K., Wüstenhagen R. (2010), Greening Goliaths versus Emerging Davids—Theorizing about the Role of Incumbents and New Entrants in Sustainable Entrepreneurship, „Journal of Business Venturing”, Vol. 25, No. 5, pp. 481–492. [17] Ika L.A., Munro L.T. (2022), Tackling Grand Challenges with Projects: Five Insights and a Research Agenda for Project Management Theory and Practice, „International Journal of Project Management”, Vol. 40, No. 6, pp. 601–607. [18] Ika L.A. Bredillet C.N. (2016), The Metaphysical Questions Every Project Practitioner Should Ask, „Project Management Journal”, Vol. 47, No. 3, pp. 86–100. [19] International Labour Organization (2017), Global Estimates of Modern Slavery: Forced Labour and Forced Marriage, https://www.ilo.org/global/publications/books/WCMS_575479/lang–en/index.htm, access date 15.09.2022. [20] International Labour Organization, Walk Free Foundation and International Organization for Migration (2022), The Global Estimates of Modern Slavery: Forced Labour and Forced Marriage. https://www.ilo.org/global/topics/forced-labour/publications/WCMS_854733/lang--en/index.htm, access date: 17.07.2023. [21] Jones P. Comfort D. (2022), Modern Slavery Statements and the UK's Largest Housebuilding Companies: An Exploratory Research Paper, „Property Management”, Vol. 40, No. 5, pp. 658–670. [22] Lehtinen J., Locatelli G., Sainati T., Artto K. Evans B. (2022), The Grand Challenge: Effective Anti-corruption Measures in Projects, „International Journal of Project Management”, Vol. 40, No. 4, pp. 347–361. [23] Liu T., Suprun E., Stewart R.A., Duran S. (2022), Developing a Framework for Assessing the Readiness of Entities in the Construction Industry in Addressing Modern Slavery, „Sustainable Production and Consumption”, Vol. 31, pp. 139–151. [24] Locatelli G., Ika L., Drouin N., Müller R., Huemann M., Söderlund J., Geraldi J. Clegg S. (2023), A Manifesto for Project Management Research, „European Management Review”, Vol. 20, No. 1, pp. 3–17. [25] Locatelli G., Konstantinou E., Geraldi J., Sainati T. (2022), The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics, „Project Management Journal”, Vol. 53, No. 4, pp. 327–330. [26] Markman G.D., Waldron T.L., Gianiodis P.T., Espina M.I. (2019), E Pluribus Unum: Impact Entrepreneurship as a Solution to Grand Challenges, „Academy of Management Perspectives”, Vol. 33, No. 4, 371–382. [27] Muñoz P., Cohen B., (2018), Sustainable Entrepreneurship Research: Taking Stock and Looking Ahead, „Business. Strategy and Environment”, Vol. 27, No. 3, pp. 300–322. [28] Pasian B.L., Williams N.L. (Eds.), (2023), De Gruyter Handbook of Responsible Project Management, Walter de Gruyter GmbH & Co KG. [29] Pinto J.K., Patanakul P., Pinto M.B. (2017), „The aura of capability”: Gender bias in Selection for a Project Manager Job, „International Journal of Project Management”, Vol. 35, No. 3, pp. 420–431. [30] Sabini L., Muzio D., Alderman N. (2019), 25 Years of ‘Sustainable Projects’. What We Know and What the Literature Says, „International Journal of Project Management”, Vol. 37, No. 6, pp. 820–838. [31] Söderlund J. (2011), Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation, „International Journal of Management Reviews”, Vol. 13, No. 2, pp. 153–176. [32] Szablewska N., Kubacki K. (2023), Empirical Business Research on Modern Slavery in Supply Chains: A Systematic Review, „Journal of Business Research”, Vol. 164, art. 113988. [33] Thomson S. (2017), We Waste $2 Trillion a Year on Corruption. Here are Four Better Ways to Spend that Money, https://www.weforum.org/agenda/2017/01/we-waste-2-trillion-a-year-on-corruption-here-are-four-better-ways-to-spend-that-money/, access date: 20.08.2023 [34] Transparency International (2022), What is Corruption? https://www.transparency.org/en/what-is-corruption, access date: 15.09.2023. [35] Trautrims A., Gold S., Touboulic A., Emberson C., Carter H. (2021), The UK Construction and Facilities Management Sector's Response to the Modern Slavery Act: An Intra‐industry Initiative against Modern Slavery, „Business Strategy & Development”, Vol. 4, No. 3, pp. 279–293. [36] Trocki M., (red.), (2013), Nowoczesne zarządzanie projektami, Polskie Wydawnictwo Ekonomiczne, Warszawa. [37] Williams C., Sparks J.L.D. (2023), Fishery Improvement Projects: A Voluntary, Corporate „Tool” not Fit for the Purpose of Mitigating Labour Abuses and Guaranteeing LABOUR Rights for Workers, „Marine Policy”, Vol. 147, art. 105340.
Publikacje z rocznika