The Intersection between Sustainable Development Investment and Practices Implemented in Project, Operations and Supply Chain Management

Dear Colleagues,

(1) The implementation of the sustainable development goals agenda among world leaders (United Nations, 2017; Lamichhane et al., 2020) and the adoption of sustainable practices in operations, project and supply chain management has become critical components of sustainable development practices and the very existence of the world. The pursuance of sustainable development policies and practices is not a matter of choice any more as evidence from environmental activists and government legislation are compelling world leaders and corporations to invest in sustainable development policies (Jeronimo ´ et al., 2019). To this extent, sustainable development practices are gradually moving away from voluntary policy to compulsory action. In some countries, law and regulatory agencies and pressure groups compel organizations to implement sustainable development policies, programs and projects in their operations (United Nations, 2017; Hummel and Argyrou, 2021). This trajectory has attracted the attention of stakeholders such as industry leaders and academics with several pieces of literature devoted to the discussion and implementation of sustainable development policies, programs and projects in human endeavours (Hummel and Argyrou, 2021; Damoah et al. 2021). However, these pieces of research were conducted in isolation within each discipline, but these processes are not mutually exclusive in project, operations and supply chain management.

Though sustainable development practice is an important area of the project, operations and supply chain management activities of organizations (corporate and government), there is a paucity of knowledge on sustainable development practices—particularly, empirical evidence discussing the policy, and process of implementation in programs, projects and supplier chain management. This current special issue seeks to take an integrated approach and aims to draw on theoretical and empirical studies that address the intersection between sustainable development investment policy and projects, operations and supply chain management activities of organizations. We welcome papers from both profits and not-for-profit organizations across all sectors and industries as well as case studies across the globe. 

(2) Aim

To explore and establish the intersection between sustainable development investment and practices implemented in project, operations and supply chain management.

(3) Suggest themes

In this Special Issue, original research articles and reviews are welcome. Research areas may include (but not limited to) the following:

• The circular economy and sustainable development investment in projects, operations and supply chain management.
• Strategic implementation of sustainability—models, tools, frameworks and techniques projects, operations and supply chain management.
• Sustainable processes in the projects, operations and supply chain management.
• Sustainability investment and policy implementation risks in projects, operations and supply chain management.
• Comprehensive literature review of the intersection between sustainable development and projects, operations and supply chain management.
• Barriers to sustainable development investment and practices in projects, operations and supply chain management.
• The impact of sustainable development in project, operations and supply chain management investment and financial performance of organizations.
• Quality control and sustainability practices, processes, risks and opportunities in the circular economy.
• The role of technology and innovation in sustainable development in project, operations and supply chain management
• Sustainable practices training in project, operations and supply chain management and impact.
• Ethical considerations in the implementation of sustainable development policies and programs in projects, operations and supply chain management.
• Policy and political implication of sustainable development programs in projects, operations and supply chain management investment and practices.

Reference

Damoah, I. S., Ayakwah, A., & Tingbani, I. (2021). Artificial intelligence (AI)-enhanced medical drones in the healthcare supply chain (HSC) for sustainability development: A case study. 328, 129598.

Hummel, H. & Argyrou, A. (2021). Planetary demands: redefining sustainable development and sustainable entrepreneurship. Journal of Cleaner Production, 278(1), 123804.

Jerónimo, H. M., Henriques, P. H., de Lacerda, T. C., da Silva, F. P., & Vieira, P.R. (2019). Going green and sustainable: the influence of green HR practices on the organisational rationale for sustainability. Journal of Business Research, 112, 413-421.

Lamichhane, S., Eğilmez, G., Gedik, R., Bhutta, M.K.S., & Erenay, B. (2020). Benchmarking OECD countries' sustainable development performance: a goal-specific principal component analysis approach. Journal of Cleaner Production,  287, 125040.

United Nations (UN, 2017). Sustainable development. The 17 goals. Department of economic and social affairs. Available at: https://sdgs.un.org/goals (2017), Accessed 7th Jan 2022.

We look forward to receiving your contributions.

Dr. Isaac Sakyi Damoah
Dr. Anthony Ayakwah
Dr. Cynthia Akwei
Guest Editors

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• operations and supply chain management investment
• sustainability
• project management
• sustainable development goals