Order Description
This paper explores the conditions for taking the social dimension into consideration when trying to aim for increased sustainability through activities organized in construction projects. Among the three commonly accepted pillars of sustainable development – economic, ecological and social – the social dimension is often the most vague and least explicit in practical attempts to shape sustainable development. On the basis of relevant organizational dimensions and case analyses, the paper shows how the organization of sustainability shapes the ways in which the projects articulate the social dimension. This leads to practical advice for organizing new projects in the future.
Module Title Organisation, Projects and Sustainability
Module Description This module is designed to provide advanced knowledge and higher level understanding of concepts of organisation in relation to the public, private and not-for-profit sectors. The focus of interest is on projects and their implementation for achieving goals of strategic alignment, knowledge management, sustainability and corporate social responsibility.
Intended Learning Outcomes
The module provides opportunities for learners to achieve the following outcomes:
Knowledge
1. Systematic knowledge, understanding and critical awareness of: theories of organisations and sustainability; the organisation of project management knowledge; project contracts and their significant for project management; strategic alignment of projects; knowledge management strategies; and the role of projects in organisational change, culture change, sustainability and corporate social responsibility.
Intellectual Skills
2. Ability to analyse and evaluate the various areas of knowledge in the growing discipline of project management.
3. Understand ways that projects and project management can contribute to organisation development initiatives in sustainability and corporate social responsibility.
4. Appreciate and determine ways that project management can improve organisation and team performance in different contexts of organisational power, control and conflict.
SubjectPractical Skills
5. Competence in planning projects to deliver successfully according to corporate social responsibility and sustainability measures.
6. Ability to design informal and formal training and development for individuals and project teams within the professional project management areas of knowledge.
7. Knowledge and understanding of the potential impact of different types of project contract on project performance and project team outcomes.
8. Competence in designing and developing projects to achieve cultural change, improvements in sustainability and corporate social responsibility.
Transferable skills
9. Development of a creative and original awareness of new ways of integrating and implementing projects in organisations.
10. Use a reflective approach to ones project management practice that is self-critical and based on research/evidence.
11. Demonstrate leadership and innovation in project based organisation, knowledge management strategies, and project implementation for sustainability and corporate social responsibility.
Syllabus

Breakdown by week:

1. Introduction to module assessment requirements and the topics of management and organisation theories, project management, corporate social responsibility and sustainability.
2. Changes in organisational forms. Developments in the organisation of project management knowledge
3. Project management in the context of sustainability initiatives. Changes in the organisation of projects and in project management
4. Organisations, project contracts and project organisation
5. Project alignment with organisational and knowledge management strategies
6. Project management in contexts of organisational power, control and conflict
7. Organisational culture and culture change through projects
8. Project organisation for sustainability
9. Project initiatives in corporate social responsibility
Assignment Handed Due Topic and Associated Weight
1.
Week 1
Week 9
Write a BUiD Annual Doctoral Research Conference (2016) full paper (50%)

Module Text
Organisation Theory
1. Hatch, M.J. and Cunliffe,A. (2012).Organization theory: modern, symbolic and postmodern perspectives.3rded. Oxford: Oxford University Press.
Indicative Key Reading
Corporate social responsibility
1. Blowfield, M. and Murray, A. (2011).Corporate responsibility: acritical introduction.2nded. Oxford: Oxford University Press.

Organisational Behaviour
2. Robbins, S.P. and Judge, T.A. (2013).Organizational behaviour. 15th ed. London: Pearson, Financial Times Press.

Organisations and Project Contracts
3. Turner, J. R. (ed.). (2003).Contracting for project management. Farnham, Surrey: Ashgate Gower.

Sustainability
4. Al-Saleh, Y.M. and Taleb, H.M. (2010). The integration of sustainability within value management practices: a study of experienced value managers in the GCC countries.ProjectManagement Journal, vol. 41(2), pp. 50-59.

5. Edum-Fotwe, F.T. and Price, A.D.F. (2009). A social ontology for appraising sustainability of construction projects and developments.International Journal of Project Management, vol. 27(4),pp. 313-322.

6. Koppenjan, J.F.M. and Enserink, B. (2009). Public-private partnerships in urban infrastructures: reconciling private sector participation and sustainability.Public Administration Review, March-April, vol. 69(2), pp. 284-296.

Recommended Reading

Developments in project management knowledge and its organisation
1. Association for Project Management. (2012). The APM body of knowledge. 6th ed. Buckinghamshire: Association for Project Management. (www.apm.org.uk).
2. Bredillet, C., Yatim, F. and Ruiz, P. (2010). Project management deployment: the role of cultural factors. International Journal of Project Management, vol. 28, pp. 183-193.
3. Crawford, L. and Pollack, J. (2007). How generic are project management knowledge and practice? Project Management Journal, March, pp. 87-96.
4. Hodgson, D. (2008). ‘The new professionals: professionalisation and the struggle for occupational control in the field of project management’, in D. Muzio, S. Ackroyd and J. F. Chanlet (eds). Redirections in the study of expert labour: established professions and new expert occupations. Basingstoke: Palgrave Macmillan, pp.217–234.
5. Project management Institute. (2013).PMBOK guide:aguide to the project management body of knowledge.5thed. Newtown Square, PA: Project Management Institute.

Knowledge management strategies
6. Von Krogh, G., Nonaka, I. and Aben, M. (2001). Making the most of your company’s knowledge: a strategic framework.Long Range Planning, vol. 34, pp. 421-439.

Organisations and project contracts
7. Müller, R. and Turner, J.R. (2005). The impact of principal agent relationship and contract type on communication between project owner and manager.International Journal of Project Management, vol. 23, pp. 398-403.

8. Turner, J.R. and Simister, S.J. (2001). Project contract management and a theory of organization.International Journal of Project Management, vol. 19,pp. 457-464.

Project management in the contexts of organisational power, control and conflict
9. Keegan, A.E. and Den Hartog, D.N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers.InternationalJournal of Project Management, vol. 22, pp. 609-617.
10. Lee-Kelley, L. and Sankey, T. (2008). Global virtual teams for value creation and project success: a case study.International Journal of Project Management, vol. 26,pp. 51-62.
11. Thamhain, H. J. (2004). Linkages of project environment to performance: lessons for team leadership.International Journal of Project Management, vol. 22, pp. 533-544.

Organisational culture and climate
12. Eskerod, P. and Blichfeldt, B.S. (2005). Managing team entrees and withdrawals during the project life cycle.International Journal of Project Management, vol. 23, pp. 495-503.
13. Van Marrewijk, A. (2007). Managing project culture: the case of Environ Megaproject.International Journal of Project Management, vol. 25,pp. 290-299.

Sustainability
14. Labuschagne, C. and Brent, A.C. (2005). Sustainable project life cycle management: the need to integrate life cycles in the manufacturing sector.International Journal of Project Management, vol. 23,pp. 159-168.

General
15. Turner, J.R. (2014).Handbook of project based management. 4thed. Farnham, Surrey: Gower/Ashgate.