Current issue

• Navigating the digital frontier: Unveiling the dimensions of corporate digital responsibility practice
  Anna Wannhoff, Markus Westner
  • This paper conducts an in-depth review of the last five years of Corporate Digital Responsibility (CDR) research, aiming to define CDR practices through a systematic literature review and grounded theory. The study identifies six aggregate dimensions of CDR practices: organisational culture, stakeholder engagement, ethical and responsible use of technology, governance and compliance, digital literacy and education, and innovation and future readiness. These dimensions are derived from 52 selected studies, yielding 180 coded insights. The paper highlights the importance of these dimensions in assessing and understanding companies’ CDR practices and proposes a research agenda to address existing gaps in the literature. The findings provide a foundational framework for both researchers and practitioners to evaluate and enhance CDR dimensions, contributing long-term to the development of a framework or model to measure and evaluate CDR practices. This framework or model aims to guide strategic CDR initiatives and foster responsible digital practices in the evolving digital landscape.

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• Fostering retention among project managers through career sustainability
  Beatriz Jacob, Pilar Mosquera
  • Considering the high turnover rates in project management due to limited development opportunities, this paper examines the role played by career sustainability in addressing this organizational challenge. Career sustainability is defined as the opportunity and capability of individuals to remain in productive and meaningful work overtime, across the lifespan and in changing career contexts. Drawing on sustainable career theory, a conceptual model was tested using partial least squares structural equation modelling (PLS-SEM) with data from 224 project managers. The model incorporates four dimensions of career sustainability – resourcefulness, renewability, flexibility, and integrativeness – as predictors of career satisfaction, well-being, and both organisational and career turnover intentions. Results indicate that resourcefulness and renewability are the strongest predictors of positive outcomes. Socio-demographic analyses suggest that resourcefulness plays a greater role in reducing career turnover among senior professionals, while renewability more strongly enhances well-being for participants without children. These findings provide empirical evidence on the relevance of career sustainability in project-based contexts and offer practical insights for organisations aiming to retain and support their project management workforce.

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• Enhancing client controls and information systems development project outcomes: Roles of team collaborative culture and coordination technology
  Weidong Xia, Mingyu Zhang, Shekhar Rathor
  • Effective client controls, both behavioral and outcome based, are essential to the success of Information Systems Development (ISD) projects, yet the role of project team collaborative culture and coordination technology in enabling these controls remains insufficiently examined. We propose and test a research model about these relationships using structural equation modeling with survey responses from 218 ISD projects. The results show that collaborative culture and coordination technology both significantly increase clients’ use of behavior and outcome controls. In turn, these controls are positively associated with project outcomes, underscoring the importance of aligning project culture and tools with management practices. Our findings contribute to the IS project management literature by highlighting how fostering a collaborative culture and leveraging coordination technology can lead to more successful project outcomes. This study provides practical guidance for ISD practitioners by demonstrating how collaborative culture and coordination technology can be leveraged alongside client behavioral and outcome controls to reduce coordination costs, manage task dependencies, and improve project assessment and adaptive management for enhanced project success.

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• Leveraging artificial intelligence for project risk management: insights from evidence-based analyses and case studies
  Afef Saihi
  • Artificial Intelligence (AI) has emerged as a transformative force in project risk management (PRM), transitioning traditional methods into dynamic, proactive frameworks capable of addressing modern project complexities. This evolution enables PRM to align more effectively with strategic goals while addressing uncertainties across diverse industries. Despite its promise, AI adoption in PRM varies significantly across sectors, presenting gaps in application and understanding. This study explores AI's role in enhancing PRM, focusing on its impact on risk management elements, emerging trends, and real-world applications. Using a qualitative and evidence-based methodology, the research integrates insights from academic literature, industry reports, and consulting publications, supplemented by case studies of leading organizations. Findings reveal substantial advancements in PRM through AI, highlighting improved decision-making, operational efficiency, and enhanced resilience. Case studies from Siemens, JPMorgan Chase, and Turner Construction demonstrate AI's effectiveness in tackling challenges, optimizing processes, and achieving objectives. This study expands academic discourse on AI adoption in PRM and provides actionable insights for organizations, offering guidance to overcome barriers and maximize technological investments.

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ISRI - Information Systems Research Indicators