Uni e sidade do Minho
Escola de Engenha ia
O lando de Sousa Lima Júnio
P ac ices and Bene i s o Inno a ion and
Sus ainabili y in P ojec Managemen
wi hin SMEs Con ex
No embe 2021
Uni e sidade do Minho
Escola de Engenha ia
O lando de Sousa Lima Júnio
P ac ices and Bene i s o Inno a ion and
Sus ainabili y in P ojec Managemen
wi hin SMEs Con ex
Mas e Thesis
Mas e ’s in Enginee ing P ojec Managemen
Wo k done unde he guidance o
P o . Dou o a Anabela Te eso
P o . Dou o a Gab iela Fe nandes
No embe 2021
ii
DIREITOS DE AUTOR E CONDIÇÕES DE UTILIZAÇÃO DO TRABALHO POR TERCEIROS
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do Minho.
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iii
ACKNOWLEDGEMENTS
E e y challenge we ace leads us o g ea e lea ning and e olu ion. This mas e 's deg ee has ele a ed me
in many ways, no only om he scien i ic and p o essional poin o iew, bu also as a human being and
s uden .
The e o e, se e al people a e wo hy o my g a i ude o being wi h me in one mo e s age o my li e.
To God, o li e.
To my amily, Joana, O lando, Sami a and Sama a, o he incen i e and lo e.
To my g andpa en s, An onize e and Joma , o hei pa icipa ion in my li e.
To my ad iso s, P o esso D . Anabela Te eso and P o esso D . Gab iela Fe nandes o hei o ien a ion
on my hesis.
To my iends, Ra ena, Tel ia, Dulce, Denes, Amailza, Kleison and Isado a o being p esen in my li e
e en being physically dis an .
To my long ime iend I an Segundo, o he encou agemen o come o Po ugal and o he incen i e in
in oducing me in o he academic en i onmen .
To my cousins, Wesley, Lucas, Ped o Hen ique, Robe o Filho, Alessand a and he es o he amily, o
accompanying me h oughou my li e.
To he iends ha Po ugal ga e me, Élida, Danilo, Camila, Sa ah, Hogana, Thaissa, Dani, Zé, Gab iel
and Fe nanda, o making he expe ience o li ing in ano he coun y one o he bes I ha e had in my
li e.
And o e e yone who con ibu ed in some manne o make his goal possible in my li e.
i
STATEMENT OF INTEGRITY
I he eby decla e ha ing conduc ed his academic wo k wi h in eg i y. I con i m ha I ha e no used
plagia ism o any o m o undue use o in o ma ion o alsi ica ion o esul s along he p ocess leading o
i s elabo a ion.
I u he decla e ha I ha e ully acknowledged he Code o E hical Conduc o he Uni e si y o Minho.

ABSTRACT
P ac ices and Bene i s o Inno a ion and Sus ainabili y in P ojec Managemen wi hin
SMEs Con ex
This esea ch aims o iden i y p ac ices ha help o ensu e sus ainabili y and inno a ion h ough P ojec
Managemen (PM) wi hin Small and Medium-Sized En e p ises (SMEs). Al hough PM has been de eloped
in he second hal o he 20 h cen u y, p ojec -based economic ac i i y has inc eased, u ning i in o a
ehicle o implemen ing sus ainabili y and inno a ion.
A Sys ema ic Li e a u e Re iew (SLR) was conduc ed, conside ing a icles in he main da abases o
unde s and: which a e hese p ac ices, he e olu ion o his heme o e he yea s, and he main ela ed
jou nals. In addi ion, i was also p oposed o iden i y he bene i s ob ained by hose who ha e made use
o hese ypes o p ac ices. The P e e ed Repo ing I ems o Sys ema ic Re iews and Me a-Analysis
(PRISMA) 2020 me hodology was used o help selec he a icles wi h he g ea es con ibu ions among
hose iden i ied in he da abases.
In o al, 86 sus ainable p ac ices, 166 inno a i e p ac ices and 61 bene i s we e iden i ied. The p ac ices
and bene i s we e segmen ed in o ca ego ies acco ding o he subjec hey a e mos ela ed o. Thus, he
sus ainable p ac ices we e di ided acco ding o he h ee dimensions o he T iple Bo om Line (TBL); he
inno a i e p ac ices we e di ided in o hi een ca ego ies; he bene i s we e segmen ed in o se en
ca ego ies.
The mos equen ly men ioned sus ainabili y- ela ed p ac ice was ‘Implemen ing was e managemen ’;
he mos equen ly men ioned inno a ion- ela ed p ac ice was 'Di using and sha ing in o ma ion, ideas
and knowledge’. Conce ning he bene i s achie ed, he ca ego ies wi h he highes numbe o bene i s
a e hose ela ed o he o ganiza ion and compe i i e ad an age.
Finally, a bibliome ic analysis was ca ied ou aking in o conside a ion he bibliome ic da a o he main
a icles ela ed o his heme. Wi h he suppo o he VOS iewe so wa e, he main g oups o hemes
and au ho s wi h he s onges ne wo k link in e ms o au ho ship and ci a ions we e iden i ied and
analyzed.
KEYWORDS
Bene i s; inno a ion; p ac ices; p ojec managemen ; sus ainabili y.
i
RESUMO
P á icas e Bene ícios da Ino ação e Sus en abilidade na Ges ão de P oje os no Con ex o
das PME
Es a pesquisa isa iden i ica p á icas que ajudem a assegu a a sus en abilidade e a ino ação a a és
da ges ão de p oje os (PM) de pequenas e médias emp esas (SMEs). Embo a a ges ão de p oje os enha
sido desen ol ida na segunda me ade do século XX, a a i idade económica o ien ada pa a p oje os es á
a aumen a , o nando-a um eículo pa a a implemen ação da sus en abilidade e da ino ação.
Foi ealizada uma e isão sis emá ica da li e a u a, conside ando os a igos das p incipais bases de
dados pa a comp eende : quais são es as p á icas, a e olução des e ema ao longo dos anos, e as
p incipais e is as elacionadas. Além disso, o am ambém iden i icados bene ícios ob idos po aqueles
que ize am uso des e ipo de p á icas. A me odologia P incipais I ens pa a Rela a Re isões Sis emá icas
e Me a-análises (PRISMA) 2020 oi u ilizada pa a ajuda a seleciona os a igos com maio es
con ibuições en e os iden i icados.
No o al, o am iden i icadas 86 p á icas sus en á eis, 166 p á icas ino ado as e 61 bene ícios. As
p á icas e bene ícios o am segmen ados em ca ego ias de aco do com os assun os com os quais es ão
mais elacionados. Assim, as p á icas sus en á eis o am di ididas de aco do com as ês dimensões do
" ipé da sus en abilidade" (TBL); as p á icas ino ado as o am di ididas em eze ca ego ias; os
bene ícios o am segmen ados em se e ca ego ias.
A p á ica elacionada com a sus en abilidade mais equen emen e mencionada oi a ges ão de esíduos;
a p á ica elacionada com a ino ação mais equen emen e mencionada oi a di usão e pa ilha de
in o mação, ideias e conhecimen os. Quan o aos bene ícios alcançados, as ca ego ias com maio núme o
de bene ícios são as elacionadas com a o ganização e a an agem compe i i a.
Finalmen e, oi ealizada uma análise bibliomé ica endo em conside ação os dados bibliomé icos dos
p incipais a igos elacionados com es e ema. Com o auxílio do so wa e VOS iewe , iden i icou-se e
analisou-se os p incipais g upos de emas e au o es com a mais o es edes de ligação em e mos de
au o ia e ci ações.
PALAVRAS-CHAVE
Bene ícios; ino ação; p á icas; ges ão de p oje os; sus en abilidade.
ii
TABLE OF CONTENTS
Acknowledgemen s ............................................................................................................................. iii
Abs ac ...............................................................................................................................................
Resumo.............................................................................................................................................. i
Table o Figu es .................................................................................................................................. ix
Lis o Tables ....................................................................................................................................... x
Ac onyms ........................................................................................................................................... xi
1 In oduc ion ................................................................................................................................ 1
1.1 Resea ch mo i a ion ............................................................................................................ 1
1.2 Resea ch ques ion, objec i es and expec ed esul s ............................................................. 3
1.3 Resea ch me hodology ........................................................................................................ 4
1.4 S uc u e o he disse a ion ................................................................................................. 4
2 Li e a u e Re iew ........................................................................................................................ 6
2.1 Small and medium-sized en e p ises.................................................................................... 6
2.2 Sus ainabili y ....................................................................................................................... 8
2.2.1 Main sus ainabili y and sus ainable de elopmen concep s ........................................... 8
2.2.2 Sus ainabili y and sus ainable de elopmen in en e p ises .......................................... 10
2.2.3 Sus ainabili y in p ojec managemen ......................................................................... 12
2.2.4 Sus ainable p ac ices ................................................................................................. 15
2.3 Inno a ion ......................................................................................................................... 17
2.3.1 Main inno a ion and inno a i eness concep s ............................................................. 17
2.3.2 Open inno a ion ........................................................................................................ 18
2.3.3 Inno a ion and SMEs ................................................................................................. 20
2.3.4 Sus ainabili y-o ien ed inno a ion ............................................................................... 21
2.3.5 Inno a ion in p ojec managemen ............................................................................. 21
2.3.6 Inno a i e p ac ices ................................................................................................... 23
2.4 Bene i s ............................................................................................................................ 24
2.5 Summa y .......................................................................................................................... 25
iii
3 Resea ch Me hodology .............................................................................................................. 27
3.1 Sys ema ic li e a u e e iew ............................................................................................... 28
3.1.1 Scope and esea ch ques ion de ini ion ...................................................................... 30
3.1.2 Keywo ds and sea ch s ing based on scope de ini ion ............................................... 31
3.1.3 Da abase ou pu s ...................................................................................................... 32
3.1.4 PRISMA 2020 ............................................................................................................ 33
3.2 Bibliome ic Analysis ......................................................................................................... 37
4 Resul s and Discussion ............................................................................................................. 39
4.1 Sys ema ic li e a u e e iew ............................................................................................... 40
4.1.1 Gene al esul s .......................................................................................................... 40
4.1.2 Sus ainable p ac ices ound in he SLR....................................................................... 57
4.1.3 Inno a i e p ac ices ound in he SLR ......................................................................... 72
4.1.4 Achie ed bene i s ound in he SLR ............................................................................ 86
4.2 Bibliome ic analysis .......................................................................................................... 93
4.2.1 Co-occu ence ........................................................................................................... 93
4.2.2 Co-au ho ship ............................................................................................................ 95
4.2.3 Co-ci a ion ................................................................................................................. 96
5 Conclusions .............................................................................................................................. 98
Re e ences ..................................................................................................................................... 101
4
In summa y, his esea ch aims o p o ide g ea e knowledge o inc ease he abili y o a small and
medium-sized en e p ise o be sus ainable and inno a i e.
1.3 Resea ch me hodology
This esea ch mainly aims o iden i y wha a e he sus ainable and inno a i e p ac ices ha can be applied
o PM wi hin SMEs and o unde s and wha a e he main bene i s o adop ing hese p ac ices o hose
who ha e al eady applied hem.
In ending o ill his knowledge gap, a sys ema ic li e a u e e iew will p o ide a c i ical assessmen o he
a ailable knowledge abou he sus ainable and inno a i e p ac ices applicable o PM and he achie ed
bene i s ela ed by hose who implemen hese ypes o p ac ices, acco ding o he da a collec ed in he
Scopus and Web o Science da abases, conside ing a icles w i en in English, wi h no esea ch da e
ange.
Simila o ela ed p ac ices and bene i s ound in he li e a u e will be di ided and g ouped in o ca ego ies
o ease o consul a ion and unde s anding.
The manne in which he opics ha compose his heme a e ela ed will be analyzed h ough a
bibliome ic analysis, aiming o iden i y he ela ion be ween inno a ion, sus ainabili y, sus ainable
de elopmen , p ojec managemen and SMEs, being use ul o analyze he ends and di e en opics in
science esea ch a eas, no icing some me ics such as he main clus e s o e ms and au ho s wi h he
s onges ne wo k link conce ning occu ence, au ho ship and ci a ions.
The da a used o he bibliome ic analysis will be ex ac ed om he Scopus da abase and he wo ldwide
used so wa e o ee bibliome ic analysis VOS iewe (Visualiza ion O Simila i ies) was chosen o c ea e
co-au ho ship and co-ci a ion o au ho s and co-occu ence o keywo ds analyses o he sys ema ic
ne wo ks.
1.4 S uc u e o he disse a ion
The o e all s uc u e o his mas e hesis akes he o m o i e chap e s.
Chap e 1 – In oduc ion begins wi h a b ie o e iew and jus i ica ion o he impo ance o he hemes
ha will be discussed, poin s ou he esea ch ques ion ha will be answe ed, he objec i es p ojec ed o
be achie ed, he esul s expec ed and he esea ch me hodology used o each wha his wo k is p oposed
o achie e.
Chap e 2 – Li e a u e e iew p esen s he key heo e ical concep s ound in he li e a u e conce ning he
wo main subjec s o his esea ch, i.e. sus ainabili y and inno a ion. Rega ding sus ainabili y, i is

5
add essed om a gene al app oach o a mo e speci ic assessmen inse ed in o PM and sus ainable
p ac ices. Likewise wi h he inno a ion subjec , being ocused om he i s concep s o i s analysis o he
PM and inno a i e p ac ices poin o iew. Concep s and de ini ions ela ed o SMEs a e also aken in o
conside a ion, once hey compose he scope o his esea ch. A las , he opic o bene i s wi h hei main
de ini ions and hei achie emen by hose who ha e used sus ainable and inno a i e p ac ices.
Chap e 3 – Resea ch me hodology p o ides an unde s anding o how he SLR was de eloped in o de o
p o ide a c i ical assessmen o he a ailable knowledge on sus ainable and inno a i e p ac ices
applicable o PM and he bene i s achie ed by hose who ha e implemen ed hem. The s eps ha
compose his SLR p ocedu e we e desc ibed, such as he scope and esea ch ques ion de ini ion, he
sea ch s ing o mula ion, he ou pu s e u ned by he chosen da abases, and he PRISMA 2020
me hodology applied o selec he a icles wi h he g ea es con ibu ions. I was also conside ed he s eps
o conduc he bibliome ic analysis ca ied ou conside ing he bibliome ic da a o he main a icles and
he use o VOS iewe so wa e o p o ide a ne wo k analysis o he main g oups o hemes and au ho s
wi h he s onges link in e ms o au ho ship and ci a ions.
Chap e 4 - Resul s and discussion aim o p esen he indings o his s udy, as well as hei espec i e
analysis and discussion. In his chap e , i was showed he main indings o he SLR, which culmina ed
also in he p esen a ion o ables ha comp ise he p ac ices ha can be inse ed in o PM in o de o
s eng hen he sus ainabili y and inno a ion in he en i onmen in which hey a e applied, and he
espec i e bene i s achie ed epo ed by hose who made use o hese p ac ices, bo h p ac ices and
bene i s we e segmen ed in o ca ego ies acco ding o he subjec hey a e mos ela ed o. In addi ion,
he bibliome ic analysis esul s showed he main g oups o hemes and au ho s wi h he s onges
ne wo k link in e ms o au ho ship and ci a ions we e iden i ied and analyzed.
Chap e 5 – Conclusions d aws oge he he main conclusions o he hesis, wi h a se o
ecommenda ions. This las chap e ends by highligh ing possible u u e esea ch pa hways aiming a he
con inua ion o he s udy ega ding he inse ion o he main aspec s o sus ainabili y and inno a ion in o
PM, as a manne o ob aining success and achie ing sus ainable de elopmen .
6
2 LITERATURE REVIEW
This chap e b ings oge he he main concep s conce ning he hemes ha will be add essed in his
esea ch, and de ails hem based on he SLR indings and addi ional ele an li e a u e. I has been
di ided in o ou sec ions inhe en o he subjec o his esea ch, such as SMEs (Sec ion 2.1),
Sus ainabili y (Sec ion 2.2), Inno a ion (Sec ion 2.3) and Bene i s (Sec ion 2.4). The subjec s a e lis ed
om he mos p e ious and comp ehensi e concep s, o he mos speci ic and di ec ed o he scope o
his esea ch.
2.1 Small and medium-sized en e p ises
SMEs a e conside ed a e y he e ogeneous g oup wi h businesses in he manu ac u ing, se ice, ade,
and ag i-business sec o s, o example. Some o hem a e dynamic, inno a i e, and g ow h-o ien ed while
o he s a e small and amily managed. They possess a wide ange o sophis ica ion and skills (Lukács,
2005) and ha e g ea impo ance in e ms o social and economic heal h o economies (Ayyaga i e al.,
2007), once hey b ing a i al con ibu ion o he economy in e ms o employmen , inno a ion and g ow h
(Tu ne e al., 2010).
De ini ions o SMEs ocus mainly on he numbe o employees, e enue o bo h, he i s being he mos
commonly used c i e ion. The h esholds a e di e en in he Uni ed S a es, EU, China and o he
economies and coun ies. In China, i is conside ed SME un il 2000 employees. In he Uni ed S a es, he
uppe limi o employees is 500, and he US Na ional Cen e o he Middle Ma ke desc ibes midsized
i ms as hose wi h e enues be ween US$ 10 million and 1 billion, di iding hem in o h ee subg oups
(Zahoo e al., 2020).
Eu opean Commission (2015) de ines SMEs in he EU as hose wi h ewe han 250 employees and ha
do no exceed he annual u no e o 50 million o 43 million eu os o he o al annual balance shee , as
Figu e 1 shows.
7
Figu e 1 - SMEs de ini ion in he UE
Fu he mo e, in he EU, SMEs can be de ined as mic o, small o medium-sized en e p ises, acco ding o
he ollowing c i e ia (Eu opean Commission, 2015):
• Mic o-en e p ises: employs ewe han 10 pe sons and annual u no e o annual balance
shee o al does no exceed EUR 2 million.
• Small en e p ises: employs ewe han 50 pe sons and annual u no e o annual balance
shee o al does no exceed EUR 10 million.
• Medium-sized: employs ewe han 250 pe sons and ha e an annual u no e ha does no
exceed EUR 50 million, o an annual balance shee ha does no exceed EUR 3 million.
Conside ing he global con ex , in mos OECD membe coun ies, SMEs accoun o mo e han 95% o
en e p ises and gene a e mo e han hal o p i a e sec o employmen . In Sou h A ica, he employmen
loca ed in he mic o, small and medium sec o s is es ima ed a 60%. Asia, ecognized as one o he bes
wo ld's economies, is hea ily based on small en e p ises; in Japan, o example, o e 80% o all
employmen is in SMEs. In La in Ame ica, a e cou ing mul ina ionals o yea s, hey ha e ealized ha
SMEs a e he eal sou ce o employmen , in which app oxima ely 80-90% o companies a e mic o-
en e p ises (Keskġn e al., 2010).
In he EU, 99.8% o he non- inancial economy and mo e han 65% o he employmen capaci y a e
ep esen ed by SMEs, being c ucial o social and economic p og ess (Eu os a , 2020). Po ugal, o
example, has an economy mainly composed o SMEs, 99.9% (PORDATA, 2021), accoun ing o 68.3% o
he alue added and 77.4% o employmen , bo h a e 10% highe han he espec i e EU a e age o SMEs
(Eu opean Commission, 2020; Wa anabe e al., 2021). Figu e 2 con i ms he numbe s in e ms o
employmen and quan i ies o SMEs men ioned p e iously, and adds a compa ison wi h he alue added
8
o la ge en e p ises in millions o eu os, being possible o in e ha SMEs con ibu e wi h 53% o he alue
added in he EU (Eu opean Commission, 2021).
Figu e 2 - Numbe o en e p ises, alue added and employmen in he EU-27 NFBS by en e p ise size class in 2020
(Eu opean Commission, 2021)
2.2 Sus ainabili y
Sus ainabili y was ini ially ela ed o na u e. Howe e , i was ealized ha i is no possible o conside
only his dimension, once i in ol es o he ones (Al es & Colombo, 2017), and can be inse ed in se e al
con ex s, which will be e e ed in his esea ch. Fo his eason, he de ini ions o sus ainabili y in his
sec ion will be deepened om he mos p imi i e concep s, in which he conce n wi h sus ainabili y and
SD was o igina ed, un il hei inse ion wi hin he con ex s o en e p ises, PM and sus ainable p ac ices.
2.2.1 Main sus ainabili y and sus ainable de elopmen concep s
Conce ns ega ding he Sus ainabili y o na u al esou ces exis since he 18 h cen u y, whe e he i s
p eoccupa ions we e wi h he numbe o ees and hei capaci y o enewal in syl icul u al, and he
imbe sho all in mines, o example (Sil ius e al., 2017). Cu en ly, some ac o s ha ha e in luenced
he managemen o p oduc ion a e challenges ela ed o sus ainabili y, o example he ini eness o
impo an esou ces and global wa ming (Sch e le e al., 2014).
9
A e hese ini ial conce ns, he book “Silen Sp ing” (Ca son, 1962) c i icized he use o pes icides and
pollu ion and inspi ed he en i onmen al mo emen . I became a ma k o he mode n p eoccupa ions
ega ding sus ainabili y and na u al esou ce uses.
Ano he impo an book ha conside ed sus ainabili y conce ns ega ding he u iliza ion o he na u al
esou ces and i s consequences was “The Limi s o G ow h” (Meadows e al., 1972), simula ing he
exponen ial use o na u al esou ces by he ea h popula ion and concluding ha hese esou ces capaci y
would no be enough o e he yea s.
An impo an concep o sus ainabili y and widely used is ‘ he iple bo om line’. I is conside ed as he
balance be ween economic sus ainabili y, social sus ainabili y and en i onmen al sus ainabili y as shown
in Figu e 3. This concep was inse ed by he book “Cannibals wi h Fo ks: he T iple Bo om Line o 21s
Cen u y Business” (Elking on, 1997).
Figu e 3 - Th ee dimensions o sus ainabili y
Sus ainabili y is inc easingly becoming a powe ul concep wi hin bo h he indus ial and business wo ld
(Shah e al., 2017). The social and cul u al complexi y we li e in, conside ing he di e en si ua ions,
con ex s and objec i es, makes i necessa y ha sus ainabili y wo ks in mul iple ields. This could be he
eason why he e is a lack o consensus abou he sus ainabili y concep s and dimensions (Maia e al.,
2019).
Rega ding he idea ha sus ainabili y in ol es di e en dimensions, Pappas (2012) inse ed a pe cep ion
ha sus ainabili y in ol es he i e ollowing dimensions: economic, en i onmen al, indi idual,
echnological and sociocul u al.

10
Fu he mo e, as can be seen in Figu e 4, Colombo e al. (2017) ex ended he concep o sus ainabili y
ela ing i o eigh dimensions, adding h ee mo e dimensions o which Pappas has de ined:
epis emological, ela ional and e i o ial.
Figu e 4 - Addi ional dimensions o sus ainabili y
Sus ainabili y and SD a e conside ed common concep s. Howe e , he e a e some di e ences be ween
hem (Al es & Colombo, 2017). The concep o sus ainabili y has been discussed since he 1960s
decade, bu he concep o SD p oposed by B und land in his book “Ou Common Fu u e” (1987)
combined and in eg a ed de elopmen wi h he en i onmen al dimension o sus ainabili y. SD was de ined
as he ype o de elopmen ha inds he p esen needs wi hou comp omising he capaci y o u u e
gene a ions o a end o hei s as well (Wo ld Commission on En i onmen and De elopmen , 1987).
2.2.2 Sus ainabili y and sus ainable de elopmen in en e p ises
P e ious concep s o sus ainabili y and SD a e ocused on socie y in gene al. Howe e , i is possible o
s udy sus ainabili y inse ed in he con ex o o ganiza ions (Sil ius e al., 2017), p incipally because i
became a phenomenon, and SMEs a e inc easingly including he ideologies o sus ainabili y in o hei
go e nance, execu ing hese changes wi h he help o PM (V cho a e al., 2020) and an inc easing numbe
o companies a e now assuming esponsible s a egies o assu e o SD goals (Law & Gunaseka an, 2012),
managing companies h ough an app oach ha conside s he companies’ economic, social and
en i onmen al dimensions (Chang e al., 2017).
11
The social a ea o sus ainabili y deals wi h he impac o co po a e ope a ions on s akeholde s, bo h
in e nals and ex e nals (Z. Liu e al., 2016), mainly being unde s ood acco ding o wel a e, empa hy o
he g oups whe e he p ojec is being ca ied ou and he uses ela ed o he p ojec . Wel a e in his case
conside s he quali y o human heal h and social li e, access o basic acili ies, employmen , sa e wo k,
es ablishmen o jus ice, educa ion, aining and o he s (Valdes-Vasquez & Klo z, 2013).
To he en i onmen al dimension was gi en mo e a en ion han he o he wo (Goh & Rowlinson, 2015),
and he e o s ela ed o his a ea a e ocused mainly on educing he use o non- enewable esou ces,
encou aging he use o enewable ma e ials and ene gy sou ces (Colangelo e al., 2018), con olling
was e gene a ion du ing he p ojec li ecycle and a oiding en i onmen des uc ion (Knöp el & Taylo ,
2010). Also, en i onmen al awa eness is a e y impo an aspec wi hin an o ganiza ion o imp o ing he
implemen a ion o en i onmen al p ac ice which decides, pa ly, he o ganiza ion's SD pe o mance (Sak
e al., 2010).
Economic sus ainabili y is la gely in eg a ed o he o he wo dimensions (Goel e al., 2019) and has been
in oduced by all ypes o companies ha aim o su i e in a highly compe i i e ma ke en i onmen (Zhou
& Lowe, 2003). The bene i s o bo h clien s, con ac o s and communi y a e ela ed o a be e li ecycle
alue, be e p o i s om ope a ional e iciency, educ ion o was e and, hen, cos s and he in es men
in human capaci y building (Goel e al., 2019).
Acco ding o I ano e al. (2020), he implemen a ion o SD in en e p ises includes a se o p inciples
and me hods used in he long- e m and ope a ional planning in o he de elopmen o indica o s o
business p ocesses and unc ions.
Acco ding o Dow Jones (2009), he concep o ‘co po a e sus ainabili y’ can be de ined as he app oach
in he business ield ha c ea es long- e m alue o sha eholde s by managing isks om economic,
en i onmen al and social de elopmen , and aking ad an age o he oppo uni ies. This concep came
om he Dow Jones Sus ainabili y Indexes ha e alua e he sus ainabili y pe o mance o companies.
A de ini ion mo e ocused on o ganiza ional sus ainable managemen was es ablished by he In e na ional
Ins i u e o Sus ainable De elopmen , in he book “Business S a egy o Sus ainable De elopmen ”
(Deloi e & Touche, 1992), and says ha sus ainabili y is he adop ion o business ac i i ies and s a egies
o mee s akeholde s and en e p ise’s needs, while he human and na u al esou ces ha will be needed
in he u u e a e p o ec ed and enhanced. Tha is, he companies see sus ainabili y as mee ing i s and
di ec o indi ec s akeholde ’s needs wi hou comp omising he abili y o mee u u e s akeholde s’ needs
(Dyllick & Hocke s, 2002).
12
In addi ion o he concep s o sus ainabili y in he con ex o o ganiza ions p e iously men ioned, he
In e na ional O ganiza ion o S anda diza ion (ISO) 26,000 inse s he subjec o social esponsibili y
de ining i as he “ esponsibili y o an o ganiza ion o he impac s o i s decisions and ac i i ies on socie y
and he en i onmen , h ough anspa en and e hical beha io ha : con ibu es o SD, including heal h
and he wel a e o socie y; akes in o accoun he expec a ions o s akeholde s; is in compliance wi h
applicable law and consis en wi h in e na ional no ms o beha io ; is in eg a ed h oughou he
o ganiza ion and p ac iced in i s ela ionships” (ISO 26000, 2010).
The concep o social esponsibili y can be aken u he and he e m co po a e esponsibili y can be
aken in o conside a ion, poin ing ou how a company can be in ol ed in he SD p ocess, aking in o
accoun he balance be ween he company's sel -in e es and he g ea e public good (Dyllick & Hocke s,
2002). V cho a e al. (2020) in e ed ha many esea che s ha e conside ed he concep s om
managemen posi ion and he co po a e social sus ainabili y and he social o ien a ion and a es ed ha
he leade ship o hese companies is mo e mo i a ed and mo e a o able o ealize changes when hey
ha e a clea and easonable ange o guiding p inciples such as ele an policies and sense o sha ed
alues.
Cu en ly, businesses, pa icula ly SMEs ha e s a ed paying a en ion o sus ainable pilla s o p omo e
con inuous imp o emen and inno a ion, allowing he de elopmen o he economic, social and
en i onmen al o ganiza ional aspec s. I is a key challenge o se e al companies, and sus ainabili y
s a egy is an ex emely impo an ally o he ans o ma ion o he business and he companies’
p ospe i y (Shah e al., 2017).
2.2.3 Sus ainabili y in p ojec managemen
A p ojec can be de ined as a empo a y e o unde aken o c ea e a unique se ice, p oduc o esul ,
wi h ime, cos and scope de ined (P ojec Managemen Ins i u e, 2013). The e o e, PM can be desc ibed
as he applica ion o he knowledge, skill, ools and echniques in he ac i i ies, du ing he p ojec , o
mee i s equi emen s (P ojec Managemen Ins i u e, 2013).
Many PM me hods can bene i he adminis a ion and be applicable h ough he a ious aspec o he
beha io and ou ine, bu he adop ion o new manne s o managing p ojec s, in eg a ing he concep o
sus ainabili y has a global impac on many o he aspec s (Shah e al., 2017).
13
Sus ainabili y iewed h ough he con ex o p ojec s ha e gained a en ion because o he g owing
esou ce es ic ions, he inc eased amoun o s akeholde s and he equi emen s ega ding
en i onmen al, economic and social objec i es (Ma ens & Ca alho, 2017).
Some esea ches ha e been ca ied ou o examine he in eg a ion o sus ainabili y in o PM, and mos
me hodologies would assis he o ganiza ions o inco po a e sus ainabili y in hei PM and associa e his
as pa o he p ojec success (G e elman & Kluiws a, 2010).
The scien i ic ield ha in eg a es concep s o SD and PM began only in 2010 (I ano e al., 2020), which
indica es ha he b idge be ween hese opics is s ill being buil , and because o ha , p ocesses, ools
and echniques a e needed (Ca alho & Rabechini, 2017).
The hemes ega ding sus ainabili y, SD and PM ha e been discussed amongs schola s as majo opics
(S ani sas e al., 2021). The inc easing impo ance o Sus ainable P ojec Managemen (SPM) as a new
school o hough in PM has s a ed he in e es o esea ch s udies ega ding dealing wi h sus ainabili y
in p ojec s, and a c ucial ocus can be obse ed on he cons uc ion indus y (Keeys & Huemann, 2017)
because i is he main sou ce o ai , wa e , and noise pollu ion (Fue es e al., 2013). SPM in eg a e
en i onmen al, social and economic aspec s a he same ime he p ojec s a e managed (Sil ius, 2017).
The cu en egula o y documen s and associa ions ega ding PM ha e been e alua ed om he SD poin
o iew, and i indica es ha he co esponding aspec is poo ly elabo a ed in he mos known ones, i.e.
P ojec Managemen Body o Knowledge (PMBOK) om P ojec Managemen Ins i u e (PMI), IPMA
Compe ence Baseline (ICB) om In e na ional P ojec Managemen Associa ion (IPMA), P og am
Managemen o En e p ise Inno a ion (P2M), e c. (I ano e al., 2020). In addi ion, a ecen e iew shows
ha he in eg a ion o sus ainabili y on PM is, in mos cases, in e p e a i e, and he concep s o
sus ainabili y could be in e p e ed acco ding o he con ex ha he p ojec is inse ed (Zuo e al., 2012)
being possible o in e ha he e is a gap ela ed o he measu emen o he sus ainabili y on p ojec s
(Banihashemi e al., 2017).
Al hough he p e iously de ined sus ainabili y dimensions, Sil ius e al. (2014) concluded ha mo e
dimensions o p inciples o sus ainabili y could be impo an o he PM hema ic, o example: balancing
and ha monizing social, en i onmen al and economic in e es s; sho - e m and long- e m o ien a ion;
local and global o ien a ion; alues and e hics; anspa ency and accoun abili y; s akeholde s
pa icipa ion; isk educ ion; elimina ing was e; consuming income (Sil ius e al., 2017).
The success o p ojec s in he long e m is associa ed wi h sus ainabili y (V cho a e al., 2020) and p ojec
manage s should ake in o conside a ion sus ainabili y as a success c i e ion in addi ion o he compliance
o he i on iangle – scope, ime and cos (Ebbesen & Hope, 2013). Based on he ini ial app oach o
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2.3.3 Inno a ion and SMEs
While la ge o ganiza ions ha e enough condi ions and esou ces, SMEs usually do no , and hey need
al e na i e s a egies o inc ease hei compe i i eness in he global ma ke (Žužek e al., 2020). Because
o esou ces cons ain s, SMEs p esen a low isk appe i e and en husiasm o implemen new app oaches
(Gue le & Sick, 2021) and ha e been ela i ely slow in adop ing ools and echniques applied by la ge
i ms, e en i hey a e conce ned abou he impo ance o inno a ion owa d inno a i e pe o mance
imp o emen (Ma a elakis e al., 2006).
Globaliza ion, as inc eases in echnology, and he educ ion o p oduc li ecycle in luence SMEs o
become mo e inno a i e (Mannan e al., 2016), howe e , hey a e no able o manage inno a ion
sys emically, causing less de ini ion and lawed in p ojec s (Ma celino-Sádaba e al., 2016) and a lack o
esou ces and knowledge a e esponsible o impeding hei de elopmen (Ma celino-Sádaba e al.,
2014).
Despi e obs acles and es ic ions, SMEs can also con ibu e wi h inno a ion; hey a e no only limi ed o
a high numbe o employees, companies and inancial capi al aised (Mannan e al., 2016), hey ha e
less complex communica ion lines, ela i ely less o mali y ela ed o decision making and a e mo e
lexible, acqui ing ad an ages o as e inno a ion i compa ed o la ge en e p ises (Ma a elakis e al.,
2006).
Inno a ion-based SMEs p oac i ely y o ind inno a i e solu ions o social and en i onmen al challenges
o achie e compe i i e ad an ages (A agón-Co ea e al., 2008). In addi ion, he di e en ia ion in
conside ing en i onmen al and social ques ions can go ahead o ma ke success (Klewi z & Hansen,
2014).
Ano he ele an subjec ega ding inno a ion is ela ed o i s measu emen . This app oach can be used
o enhance an SME inno a i e pe o mance, by measu ing inno a ion and es ablishing an inno a ion
egis e . The mos common measu es o inno a ion ac i i ies can be designed h ough R&D in es men ,
pa en coun s and amoun s o majo o mino inno a ions. The inno a ion su ey also can be used as a
ool o e alua e he inno a i e ac i i ies wi hin a i m, assessing inno a ion and explo ing hei p ac ices.
Finally, benchma king is a me hod o i ms o compa e hei pe o mance o o he i ms o an a e age,
aiming be e e alua e and unde s and a company's cu en p ac ices o de elop imp o emen ac ions
(Ma a elakis e al., 2006).

21
2.3.4 Sus ainabili y-o ien ed inno a ion
The inno a ion sus ainable app oach has become mo e ele an wi h he g owing ocus on he TBL
(Rocchi, 2005). To each sus ainable objec i es such as en i onmen al impac s educ ion, a sys em
inno a ion app oach could gi e new pe spec i es, o example by ocusing on combining p oduc se ices,
beha io changing and policy measu emen s, p o iding a mo e sus ainable socie y (Jégou & Joo e,
2004).
One o a eas wi hin inno a ion ha can ul ill sus ainable goals we e add essed in Klewi z and Hansen
(2014) s udy, poin ing ou ha sus ainabili y-o ien ed ac i i ies h ough inno a ion ini ially ocus on eco-
inno a ion. I ep esen s imp o ed o new p ocesses, o ganiza ional o ms and p oduc s o echnologies
bene icen o he en i onmen educing o a oiding undesi ed en i onmen al impac s (OECD, 2005).
Klewi z and Hansen (2014) add essed h ee ypes o inno a ions, which a e ela ed o en i onmen al
dimensions: p ocesses inno a ions, o ganiza ional inno a ions and p oduc inno a ions.
P ocess inno a ions a e ega ded o he p oduc ion o se ices and goods aiming he inc easing eco-
e iciency o me abolic consis ency (Hube , 2008), o example, di e en ia ing in o end-o -pipe solu ions
and cleane p oduc echnologies (Rennings e al., 2006), al e ing he use o esou ces and managing
he non-p oduc o business ope a ion (Al ham, 2007).
O ganiza ional inno a ions can imply a new ou ine, s uc u al eo ganiza ion and new manne s o
managemen wi hin he o ganiza ion, dealing wi h he wo k a angemen and people (OECD, 2005).
O ganiza ional inno a ion can u he include mo e o malized managemen sys ems, such as
en i onmen al managemen sys ems (Rennings e al., 2006).
Finally, p oduc inno a ions p esen some imp o emen s in p oduc s and se ices o en i ely new
de elopmen . An example o p oduc inno a ion is he ecodesign, b inging imp o emen s h ough mo e
eco-benign ma e ials, less ene gy consump ion, high du abili y and o he s. The en i ely new p oduc s
de elopmen can be add essed h ough new en i onmen al o sus ainable echnologies (S. L. Ha &
Mils ein, 2003).
2.3.5 Inno a ion in p ojec managemen
PM has a high po en ial o become an impo an o ganiza ional sys em i aligned wi h inno a ion and
linked wi h a eas as s a egic managemen and ac ics applied o achie e o ganiza ional objec i es
(Ne e auskas & Railai ė, 2013). I is c ucial o he success o an en e p ise and o ad ance esul s wi h
inno a ion (Guima ães e al., 2016).
22
The PM p o ession has exponen ially g own and inno a ions o example in o ma ion echnologies a e
used o mee business equi emen s (Kend a & Taplin, 2004) and o assis he manage s o con ol
business unc ions, employees and o he esou ces, which can be di icul o coo dina e ac oss se e al
p ojec s (Hobday, 2000). The examples o he indus y sec o s ha adop ed PM echnologies o deal wi h
scale g ow h, complexi y and economic isks o capi al p ojec s we e he cons uc ion and de ense sec o
(Hussain & Wea ne, 2005).
The appliance o PM o inno a ion and g ow h p ojec s is wide, bu i is no so consis en as i s applica ion
in ope a ions managemen . Almos inconsis en ly, a li le numbe o o ganiza ions would use PM o
managing ope a ions, bu no o managing inno a ion (Tu ne e al., 2010).
Wayne Gould (2012) poin s ou ha he adop ion o PM inse ed on OI p ojec s is no ye comple ely
explo ed. Due o his, many au ho s ag ee ha mo e e o s a e equi ed in he OI esea ch o explo e he
aspec s ha ha e o be de eloped, i.e. he PM skills and he s akeholde 's coo dina ion, ha a e one o
he mos impo an issues ega ding he managemen o OI p ojec s, in conjunc wi h he managemen
o he in ol ed s akeholde s (Elmquis e al., 2009).
T adi ional PM is cen ed on he closed–ha d and s anda dized app oach ocused on cos , ime and scope
me ics, mainly aiming a ou pu s in e ms o p ocess managemen and no ou comes in e ms o goal
achie emen (A kinson, 1999).
T adi ional PM maybe ha e los he ele ance o he managemen o inno a ion p ojec s due o
o e emphasizing cos con olling o e lexibili y, neglec ing he impo ance o sales, and no su icien ly
suppo ing he low o alue agg ega ion (Je e & Alba , 2015). In addi ion, i does no add ess he
challenges and p oblems ega ding complexi y and in e ela ion o asks and unce ain ies managemen
(Pons, 2008).
In con as o con en ional p ojec managemen , sys ems hinking app oach enables he con ibu ion o
he planning and con olling o inno a i eness, complexi y and unce ain y h ough he inse ion o
lexibili y in o manage ial ac i i ies, co esponding o ope a ional lexibili y and bounda y managemen
(Kapsali, 2011).
Kapsali (2011) poin s ou he applica ion o con en ional PM as leading o ailu e o inno a ion p ojec s
and de ends he applica ion o sys em hinking in o he managemen o inno a ion p ojec s, o e ing
lexibili y in planning, con olling ac i i ies and communica ing, os e ing mo e success ul esul s.
Complemen a y o he abo e idea wi hin he SMEs ields, he s udy o Tu ne e al. (2010) indica ed ha
hey need a ligh e sion o PM based on equi emen s managemen , p o iding suppo o equi emen s
23
deli e ed o cus ome s, being simple o use and showing clea ly he alue o ob ain he suppo o
doub e s.
2.3.6 Inno a i e p ac ices
Pe uz and Pé ez (2020) ag eed ha inno a ion is a undamen al s a egy o an o ganiza ion o mee
success, and because o his, he companies use di e en p ac ices o inse and manage inno a ion
p ocesses.
Inno a ion Managemen P ac ices (IMP) can be de ined as s uc u ed echnical o adminis a i e help o
e ec i ely implemen he inno a ion p ocess. Thei e ec i eness can a y acco ding o he indus y, and
a li le g oup o p ac ices can be uni e sal, bu he mos a e highly speci ied by he con ex . IMP
cha ac e ize he sys ema iza ion o he expe ience in managemen and inno a ion esea ch, con ibu ing
o a po en ial imp o emen in he inno a ion pe o mance (Tidd & Thu iaux-Alemán, 2016) and
conside ing ha PMP and p ocess inno a ion can expand wo k quali y and e iciency (Aga e al., 2016).
Fu he mo e, Tidd and Thu iaux-Alemán (2016) s a e ha he p o essionals a e awa e o IMP, wi h lowe
a es o applica ion, and i s impo ance in o he sec o s o indus y is no o ally pe cei ed. Also, he e
has been much mo e esea ch ega ding esou ces and capabili ies needs o inno a ions han speci ic
s udies abou p ocesses and p ac ices o suppo inno a ion.
Kapsali (2011) in e s ha he e is a lack o PMP sui able o inno a ion p ojec s and ag ees ha sys ems
hinking, wi h i s majo lexibili y in planning, con olling ac i i ies and communica ing, can be app op ia e
o con ibu e o a be e heo e ical and p ac ical de elopmen .
Se e al en e p ises in di e en indus y sec o s ha e begun o ag ee wi h he idea ha hey can achie e
bene i s in applying PMP (Te eso e al., 2019) while espec ing cos s, ime and pe o mance; and o his
p opose, echniques, ools, p ac ices skills, and he PM me hod a e applied (Sá & Te eso, 2016). They
need o iden i y he bes s a egy o c ea e compe i i e ad an ages based on inno a ion, analysing he
p ocesses o be e de ine he inno a ion pa h (Jaya am e al., 2014).
Gunduz and Al a (2019) obse ed ha he majo eason o begin wi h inno a ion concep is he clien
equi emen o imp o ing he p ocess o compe i i eness in he ma ke , bu concluded ha he mos
impo an inpu o mo i a e and s a he use o inno a i e p ac ices and he inno a ion p ocess is he
inancial suppo and esou ces, cha ac e izing he main obs acle on hei adop ion.
24
2.4 Bene i s
Ma newick (2016) indica es ha he success o some kind o p ojec is no measu ed jus based on he
iple cons ain , bu ha also on changing owa ds he achie emen o he o ganiza ional bene i s and
objec i es. P ojec Managemen Ins i u e (2013) also e e s in he PMBoK® Guide o bene i s as a
manne o quan i y he success o he p ojec i sel . Bene i is de ined by B adley (2016) as a consequence
o change i sel ecognized by he p ojec ’s s akeholde s as posi i e.
In he con ex o he SPM, he economic dimension is deeply en angled wi h social and en i onmen al
dimensions, and clien s pe cei e he bene i s o hei in es men h ough he be e li ecycle alue; and
con ac o s enjoy he upg ade on hei p o i s om ope a ional e iciency, educ ion in was e and,
consequen ly, cos s (Ullah, Wa is, e al., 2020). The bene i s ela ed o he implemen a ion and adop ion
o en i onmen al sus ainabili y we e company image and inc eased s akeholde s loyal y, p o iding
compe i i e ad an ages o he u u e (Ba ilana & Do ado, 2010).
Gunduz and Al a (2019) analyzed he ac o s a ound he inno a ion p ocess and iden i ied some bene i s
ela ed o he o ganiza ional le el, such as cos -sa ing, ime-sa ing, quali y imp o emen , echnology
imp o emen , sa e y imp o emen and ma ke imp o emen .
The adop ion o in o ma ion echnologies wi hin PM speci ied some bene i s, o example, cos and
schedule pe o mance imp o emen and posi i e pe cep ion by echnology use s, ein o cing he need o
suppo new echnologies owa ds managemen and echnical pe spec i e (Sa gen e al., 2012).
Economic esul s, managemen con ol and ope a ing e iciency we e also some bene i s poin ed ou as
bene i s o in oducing IT olls in PM h ough he es ablishmen o esou ce planning sys ems in he
con ex o SMEs (Fede ici, 2009).
Only cu en s udies ha e been s a ing o discou se he “human side” ela ed o OI (Ahn e al., 2017).
Acco ding o Loca elli e al. (2021), p edominan ly OI has been s udied a he o ganiza ional le el, and
ai a en ion has been paid o he indi idual le el, coun ing mo i a ion, cos s and bene i s pe cei ed by
he people in ol ed in he inno a ion p ocess; and hei s udy aimed o ul il his gap ocusing on he
expe iences o he people p esen in he uni e si y-indus y p ojec s, achie ing mul iple bene i s, o
ins ance: expansion o knowledge, capabili ies, and achie emen o new p o essional oppo uni ies.
In addi ion, OI p ojec s, wi h uni e si y-indus y collabo a ion, no necessa ily has coinciden bene i s, as
new p oduc s o new pa en s, bu in mos ci cums ances, he e a e knowledge con ibu ion and
in e media e ou comes, ha can be ideas o opening new esea ch a eas, o pe sonal skills de elopmen ,
which can be used o u u e esea ches and p ojec s (Loca elli e al., 2021).
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2.5 Summa y
In summa y, he main indings o his li e a u e e iew conce ning SMEs a e ha hey ha e g ea and
g owing impo ance in e ms o social and economic heal h o economies, employmen , added alue,
inno a ion and g ow h. In addi ion, SMEs ha e s a ed o pay a en ion o sus ainable pilla s, including
sus ainabili y ideologies in hei go e nance, implemen ing hese changes wi h he suppo o PM o
ensu e SD objec i es.
Rega ding he sus ainabili y subjec , i was ini ially ela ed o na u e, bu nowadays i can be linked o he
elemen s o he TBL and o he s, such as indi idual, echnological, epis emological, ela ional and
e i o ial. I is inc easingly becoming a powe ul concep in bo h indus ial and business scena ios. Also,
he no ions o social esponsibili y in o he o ganiza ional con ex was inse ed by ISO 26,000 in he yea
2010.
I was pe cei ed ha he success o p ojec s is linked o sus ainabili y, and he e o e esea ch has been
conduc ed o in es iga e he in eg a ion o sus ainabili y in o PM, conside ing i as a ehicle o i s
implemen a ion and placed o make con ibu ions o SD.
The en i onmen al dimension was one o hose ha ecei ed mo e a en ion and amoun o e o s, mainly
ela ed o educing he use o non- enewable esou ces, encou aging he use o enewable ma e ials and
ene gy sou ces, con olling was e p oduc ion and a oiding en i onmen al des uc ion. Also p ac ices such
as li e cycle assessmen s, cleane p oduc ion and ecodesign ha e become inc easingly ecu en in
companies, wi h conside able ocus on ecodesign, and aim a designing p oduc s ha minimize hei
en i onmen al impac h oughou hei li e cycle and i is also an example o sus ainable-o ien ed
inno a ion.
Despi e he a ious bene i s achie ed by he in oduc ion o sus ainabili y in SMEs’ PM, o some au ho s,
i is s ill unclea i he in es men s conside ed in en i onmen ally iendly ac ions ha e a nega i e e ec
due o a high associa ed cos , o posi i e e ec s due o he cos sa ings esul ing om he op imiza ion
o esou ces and emissions in he company's pe o mance, highligh ing a knowledge gap ega ding he
cos -bene i assessmen o his aspec .
I was also iden i ied a gap in he li e a u e ega ding sus ainable PMP wi hin social en e p ises and wi hin
indus ies o he han he cons uc ion sec o , once in his sec o , he sus ainable p ac ices a e well-
es ablished.
Rega ding inno a ion, his can be conside ed a ac o o economic g ow h in companies, necessa y o
he expansion and indus ializa ion o business, wi h undamen al impo ance o he su i al and
p og ess o he socie y o ganiza ion, conside ing he high le el o unce ain y o he ma ke and he

26
impo ance o adap abili y. Ne e heless, i is belie ed ha he main eason o s a wi h inno a ion is he
cus ome demand o imp o e he p ocess o compe i i eness in he ma ke .
G ea a en ion is gi en o OI by academia and business, cha ac e ized by he collabo a ion ha links
in e nal and ex e nal knowledge, exceeding he ou sou cing o R&D ac i i ies and combining
collabo a ions wi h cus ome s and supplie s, new c owdsou cing echniques and c oss-sec o al
inno a ions. As esul o OI, i was iden i ied he expansion o knowledge, he ealiza ion o new
p o essional oppo uni ies, and o he in e media e esul s such as he opening o new esea ch a eas, o
de elopmen o pe sonal skills o be used in u u e p ojec s.
Ano he p ac ice iden i ied has been he adop ion o in o ma ion echnology in o PM, and simila ly, he
in oduc ion o IT olls o es ablishing esou ce planning sys ems in he con ex o SMEs, achie ing
economic esul s, managemen con ol and ope a ional e iciency.
In his con ex o inno a ion, SMEs ace some challenges: ega ding OI, he challenges conce n he
iden i ica ion o pa ne s, he limi ed and o mal PM ma u i y and a lack o OI planning app oach;
ega ding he implemen a ion o new app oaches, i is ela ed o esou ce cons ain s and inancial
suppo .
In con as o he challenges aced by SMEs in he inno a ion scena io, hey ha e some ad an ages ha
can con ibu e o as e inno a ion, such as he ac ha hey a e no limi ed o a la ge numbe o
employees, companies and aised inancial capi al, hey ha e less complex and o mal lines o
communica ion, and decision-making and a e mo e lexible.
PM has a high po en ial o become an impo an o ganiza ional sys em i i is aligned wi h inno a ion.
Inconsis en ly, some o ganiza ions use PM o manage ope a ions bu no o manage inno a ion. Howe e ,
an app oach wi h high ope a ional lexibili y and bounda y managemen is needed ins ead o a pu ely
adi ional PM ocused on cos , ime and scope.
Companies use di e en p ac ices o add and manage inno a ion p ocesses, bu a lack o sui able PMP
o inno a ion p ojec s has been iden i ied, and his is one o he objec i es o his wo k: iden i ying in he
li e a u e which p ac ices could help ill his gap o he ange o sui able p ac ices o ensu e inno a ion in
SMEs h ough PM.
27
3 RESEARCH METHODOLOGY
This esea ch aims o iden i y which a e he main sus ainable and inno a i e p ac ices ha can be applied
in PM o SMEs. In addi ion, i is also p oposed o disco e which a e he main bene i s o adop ing hese
p ac ices expe ienced o hose who ha e al eady applied hem.
Towa ds his iden i ica ion, i s , i is impo an o be awa e wha li e a u e conside s sus ainable o
inno a i e p ac ices and bene i s in he co po a e and managemen ield.
Sus ainable p ac ices inco po a e sus ainable aspec s in o s a egy and ope a ions, p esen ing a g owing
in e es in sus ainable human exis ence (Wi hisuphako n e al., 2019). I is seen as he main elemen s o
social esponsibili y i combined wi h ideas, skills and a ailable esou ces (Nicolini, 2012), classi ied
unde he TBL (Ekonomicznego We W ocławiu & Rojek-Nowosielska, 2015) and ela ed o he main
cau ions o SD (Whi ing on, 2006).
Inno a ion p ac ices can be de ined as s uc u ed echnical o adminis a i e help o e ec i ely implemen
he inno a ion p ocess, and i s e ec i eness, a ying acco ding o he indus y, cha ac e izing he
sys ema iza ion o he expe ience in managemen and inno a ion esea ch, con ibu ing o a po en ial
imp o emen in he inno a ion pe o mance (Tidd & Thu iaux-Alemán, 2016) and conside ing hey can
expand wo k quali y and e iciency (Aga e al., 2016).
Bene i s a e e e ed o as a manne o quan i y he success o he p ojec i sel (P ojec Managemen
Ins i u e, 2013) and as a consequence o change i sel ecognized by he p ojec ’s s akeholde s as posi i e
(B adley, 2016).
Taking in o conside a ion he in en ion o ul illing his gap o knowledge, he esea ch ques ion
How o
s eng hen sus ainabili y and inno a ion in he o ganiza ional en i onmen h oughou p ojec
managemen
in small
and medium-sized en e p ises
? will be answe ed in he cou se o his esea ch, as
well as he ollowing objec i es:
• Iden i y he sus ainable and inno a i e p ac ices ha can be implemen ed in o p ojec
managemen .
• Iden i y he bene i s ob ained by hose who implemen inno a ion and sus ainabili y in o p ojec
managemen .
• De elop a bibliome ic s udy wi h he in o ma ion a ailable on he Scopus websi e ha ela es
inno a ion, sus ainabili y, sus ainable de elopmen , p ojec managemen and small and medium-
sized en e p ises, iden i ying he main me ics ega ding his ela ionship.
28
The i s wo objec i es will be achie ed h ough a SLR, p o iding a c i ical assessmen o he a ailable
knowledge ega ding sus ainable and inno a i e p ac ices applicable o PM and he achie ed bene i s
ela ed by hose who implemen hese kinds o p ac ices. Simila o ela ed o he same g oup p ac ices
and bene i s ound in he li e a u e will be di ided and g ouped in o ca ego ies o ease o consul a ion
and unde s anding.
The SLR will be conduc ed acco ding o he da a collec ed om Scopus and Web o Science da abases,
conside ing a icles w i en in English, wi hou a da e ange o sea ch.
The hi d objec i e will be eached h ough a bibliome ic analysis, aiming o iden i y he ela ion be ween
inno a ion, sus ainabili y, sus ainable de elopmen , p ojec managemen , SMEs o o he ele an exis ing
opic iden i ied, being use ul o analyze he e olu ion ends and di e en opics in science esea ch a eas,
no icing some me ics such as he main g oups o hemes and au ho s wi h he s onges ne wo k link in
e ms o au ho ship and ci a ions.
The da a used o he bibliome ic analysis will be ex ac ed om he Scopus da abase because mos o
he a icles ound in he Web o Science ha e al eady been conside ed in he Scopus da abase.
3.1 Sys ema ic li e a u e e iew
A li e a u e e iew summa izes and p o ides a c i ical assessmen o he a ailable knowledge ega ding
a speci ic subjec (C. Ha , 1998). Pe ic ew and Robe s (2008) iden i ied eigh ypes o li e a u e e iews:
sys ema ic, c i ical, na a i e, concep ual, apid, ealis ic, expe and s a e-o - he-a .
To o e a obus o e iew o he sus ainable and inno a i e p ac ices ha can be applied o PM wi hin
SMEs, a SLR app oach was ealized. SLR is a esea ch me hodology used by many au ho s o explo e
hei knowledge abou a speci ic opic (da Sil a e al., 2010) syn hesizing esul s in an o ganized way,
allowing a comple e o e iew o he opics explo ed (Coope , 1986).
The speci ic me hodology SLR loca es s udies, e alua es i s con ibu ion, syn hesize da a and highligh s
conclusions (Denye & T an ield, 2009). I is a e iew wi h a clea s a ed pu pose, a ques ion, a de ined
sea ch app oach, s a ing inclusion and exclusion c i e ia, p oducing a quali a i e app aisal o a icles
(Jesson e al., 2011) and being a echnique o seconda y s udy ha is ep esen ed by a well-de ined
me hodology o iden i y, analyze and in e p e he e idences ela ed o a speci ic esea ch ques ion
(Nu diani e al., 2016).
A SLR de ines and uses c i e ia o iden i y, e alua e and esume he li e a u e, lis ing he a ailable s udies
published in pee - e iewed and g ey li e a u e, ha is he no easily iden i iable knowledge by he
29
adi ional da abase (Ro hs ein & Hopewell, 2009). In addi ion, SLR aims o answe a de ined esea ch
ques ion and can es hypo heses and heo ies o c ea e new heo ies wi h a less sys ema ic e o o bias
(Pe ic ew & Robe s, 2008).
Mul ow (1994) emphasized nine uses o he SLR as pe he scheme below:
Figu e 7 - Uses o he SLR
(Mul ow, 1994)
The me hodology applied in his esea ch o comply wi h he SLR consis s o a p ocedu e composed o
ou s eps, espec i ely: scope and esea ch ques ion de ini ion, keywo d and sea ch s ing, da abase
ou pu , and use o PRISMA 2020 as Figu e 8 shows.
Figu e 8 - Flowcha o he sys ema ic li e a u e e iew
The p ocess began wi h he de ini ion o he li e a u e a ea o be s udied. Once he scope o wo k is
de ined, he esea ch ques ions should be o mula ed. These ques ions can be conside ed a success
c i e ion o be answe ed o he sc eening p ocess a e wa ds.
36
Fo he nex s ep, he e we e 65 epo s sough o e ie al, bu om his sample o 65, 5 epo s we e
no e ie ed, no being possible o access he ull ex . So, 60 a icles we e assessed o eligibili y and
had he ull- ex eading. F om hese 60 a icles, 15 we e excluded due o hei no alue-added a e ull-
ex eading.
I implies ha om he sample o 168 a icles ob ained om he da abases, 45 we e no excluded in any
s ep and b ough con ibu ions o he SLR, wi h sus ainable o inno a i e p ac ices ha can be applied
in o PM, bene i s ela ed o adop ing hese p ac ices, o some ele an concep s o compose his s udy.
In addi ion, one a icle was iden i ied om ci a ions sea ching as e y con ibu o y o he heme and i
was added o he s udies included in he e iew, o alizing 46 s udies wi h added alue, how can be seen
in Table 6 wi h he esume o all con ibu ions o each a icle. In addi ion, he li e a u e e iew chap e
was mainly de eloped based on he inds o he s udies wi h added alue.
The applica ion o he PRISMA 2020 low diag am desc ibed abo e o his esea ch app oach can be
obse ed in Figu e 12.
Figu e 12 - Applica ion o PRISMA 2020 low diag am

37
3.2 Bibliome ic Analysis
Bibliome ic s udy and quan i ica ions o co-ci a ion and co-wo k ne wo ks can be a use ul and s ong
echnique o classi y hema ic a eas, clus e s o he esea ch ield and mains esea che s, being help ul
o isualize cu en and eme ging hemes (Zhao & S o mann, 2015). I can be a ool o ein o ce he SLR
and explo a ion o knowledge on a gi en opic and will also be used in his esea ch.
The bibliome ic analysis p esen s a kind o sys ema ic e iew wi h a bibliome ic app oach, de eloped
h ough a da abase su ey o al eady elabo a ed and published scien i ic pape s. Bibliome ics
in es iga es he o mal p ope ies o he knowledge ield by using ma hema ical and s a is ical me hods
(P i cha d, 1969) and has been used o analyze he e olu ion ends and di e en opics in science
esea ch a eas (Z. Qu e al., 2017).
An ini ial analysis ega ding he sample demog aphy o he 46 a icles wi h added alue iden i ied in he
SLR was conduc ed iden i ying he jou nal o which hese pape s a e ela ed and he o al o publica ions
pe yea , es ima ing he e olu ion o he esea ch a ea.
Fu he analysis is based on a bibliome ic analysis ela ed o he subjec s o he esea ch ques ions
p e iously de ined and ollows he low s eps o Figu e 13. The da a will be ex ac ed om he Scopus
da abase because he majo i y o he a icles ound on he Web o Science was al eady conside ed on
Scopus, as pe he 65 a icles ha passed on he s ep o he abs ac eading acco ding o PRISMA 2020
me hodology, 60 was add essed on Scopus da abase. The mos ecen e sion o da a was collec ed on
Oc obe 7, 2021.
The wo ldwide used so wa e o ee bibliome ic analysis VOS iewe (Visualiza ion O Simila i ies) was
chosen o make co-au ho ship and co-ci a ion o au ho s and co-occu ence o keywo ds analyses o he
sys ema ic ne wo ks.
The ep esen a ion o a seman ic ne wo k is indica ed by nodes and edges. Nodes p esen objec s such
as co-occu ence o keywo ds o co-au ho ship, o example. Edges can exis be ween pai s o nodes as
a connec ion o ela ionship. The dis ance be ween wo nodes indica es he es ima ed ela ionship
be ween he e ms, and he ela ionship be ween he espec i e e ms: he close he dis ance indica es
he highe he numbe o co-occu ences. The size o a label a a node de e mines he weigh o a e m
wi hin a ne wo k: he la ge ones indica es he highe he equency (Dos San os e al., 2021; an Eck e
al., 2010).
38
Figu e 13 - Flowcha o he bibliome ic analysis s eps
A clus e is a g oup o i ems in a ne wo k. The link be ween wo i ems ep esen s a ela ionship and he
a e age ci a ions in which an i em appea s. Each colo in he ne wo k ep esen s a clus e , ha is buil
based on a co-occu ence ma ix in h ee s eps: i s , a simila i y ma ix is calcula ed based on he co-
occu ence ma ix; second, a map is c ea ed by applying he VOS mapping echnique o he simila i y
ma ix; hi d, he map is ansla ed, o a ed, and e lec ed ( an Eck & Wal man, 2010).
The i s analysis was ega ding co-occu ence, and he ne wo k es ablished was ela ed o keywo ds,
which ecognized e ms ha occu concomi an ly, and i was possible o iden i y some clus e s o hemes
among he publica ions. As p io da a ea men , simila e ms we e eplaced (e.g., "SME" meaning
"small and medium-size companies" o "CSR" meaning "co po a e social esponsibili y") and epea ed
e ms we e excluded so ha no alse o un ue in o ma ion was o mula ed in his ne wo k.
Be o e he c ea ion o any ne wo k on VOS iewe , he da a expo ed om he da abase mus be e i ied.
I means ha he same p ecau ions we e aken in o conside a ion o c ea e he o he ne wo k and he
emaining esul s o he bibliome ic analysis.
Fu he analyses we e ela ed o co-au ho ship, conside ing he au ho s mos conce ned wi h he heme
and publica ions, and co-ci a ion, e ealing he le el o simila i y be ween he numbe o imes he au ho s
we e ci ed oge he .
39
4 RESULTS AND DISCUSSION
This esea ch s a ed wi h he pu pose o unde s anding how ecen opics such as PM, SD, sus ainabili y,
inno a ion and o he s a e ela ed and can bene i each o he .
P ojec -d i en economy has inc eased, and PM has been seen as a ehicle o implemen ing sus ainabili y
(Sabini e al., 2019) and c ucial o a business ad ancemen owa ds inno a ion (Guima ães e al., 2016).
Due o his, a SLR was conduc ed o ind ou which p ac ices can be applied in PM o help SMEs o
imp o e hei sus ainable and inno a i e capaci y.
Besides he p ac ices abo e iden i ied in he li e a u e, collec ing he bene i s epo ed by hose who
applied hese p ac ices is a manne o iden i y he posi i e con ibu ions o hese ac ions. Fo his eason,
he SLR e iew also included hese epo ed bene i s.
The pape s conside ed as he co e o he SLR we e he a icles w i en in English add essed on Scopus
and Web o Science da abases aken in o conside a ion he sea ch s ing and he exclusion c i e ia and
lowcha s p esen ed in he me hodology chap e .
Al hough PM is a g owing opic o esea ch in he las yea s, no SLR was ound ela ing o he exac
hemes ha his esea ch is p oposed o s udy. Howe e , he ollowing e iews wi h some subjec s ela ed
o his heme we e ound wi hin he ou pu o he da abase and we e aken in o conside a ion o
s eng hen his s udy.
Pe uz and Pé ez (2020), s udied IMP and de eloped a sys ema ic e iew ega ding inno a i e p ac ices
o u u e esea ch in SMEs; B ones and Mon ei o De Ca alho (2015) de eloped a SLR o ealize he
s a e o he scien i ic a on ecodesign; Banihashemi e al. (2017) ound c i ical success ac o s o he
in eg a ion o sus ainabili y in o PM p ac ices o cons uc ion p ojec s h ough a li e a u e e iew; Klewi z
and Hansen (2014) answe ed which p ac ices o sus ainabili y-o ien ed p oduc , p ocess, and
o ganiza ional inno a ions occu wi hin SMEs; and Paula Pinhei o e al. (2018) in eg a ed ecodesign
p ac ices, me hods, and ools wi h po olio managemen du ing he planning s age acco ding o a
sys ema ic analysis o he li e a u e.
Finally, a bibliome ic analysis was conduc ed o analyze he ends in he esea ch a eas, no icing he
mos in luen ial au ho s and jou nals, cu en opics, clus e s, endency and e olu ion o he heme o e
he yea s, ela ing inno a ion, sus ainabili y, sus ainable de elopmen , p ojec managemen , small and
medium-sized en e p ises.
40
4.1 Sys ema ic li e a u e e iew
4.1.1 Gene al esul s
The ollowing sea ch s ing was used o e u n he pape s ela ed o he scope o he esea ch in he
Scopus and Web o Science da abases: ( TITLE-ABS-KEY ( "p ojec managemen " AND ( "inno a *" OR
"sus ainab*" ) AND ( "p ac ice*" OR "bene i *" ) ) AND ALL ( ( "sme*" OR "small and medium*
en e p ise*" ) ) ). The esul o he esea ch showed 284 and 35 eco ds on Scopus and Web o Science,
espec i ely, o alizing 319 ini ial eco ds.
Table 2 p esen s he esul s a e applying he il e s ega ding documen ype and language in bo h
da abases. Only a icles w i en in English we e conside ed in he s udy, educing he sample space o
168 a icles, om which he p ocess o iden i ica ion, sc eening and inclusion in he SLR was ini ia ed.
Table 2 - Applica ion o he il e s in he da abases
Sea ch S ing
Da abase
Ini ial
eco ds
Fil e 1
(Documen ype:
A icle)
Fil e 2
(Language:
English)
( TITLE-ABS-KEY ( "p ojec
managemen " AND (
"inno a *" OR "sus ainab*" )
AND ( "p ac ice*" OR
"bene i *" ) ) AND ALL ( (
"sme*" OR "small and
medium* en e p ise*" ) ) )
Scopus
284
149
148
Web o Science
35
20
20
To al
319
169
168
Despi e bo h da abases con aining he mos epu able jou nals, he esul s e u ned by he da abases
sugges ed ha Scopus is a mo e ex ensi e da abase han Web o Science, once, o he same sea ch
s ing, i e u ned a bigge sample o a icles.
The 319 eco ds we e so ed acco ding o he numbe o publica ions pe yea as pe Figu e 14. No il e
ega ding da e ange was added o he sea ch s ing exac ly because he objec i e was o iden i y he
maximum o documen s ela ed o he scope o he esea ch, and o obse e he g ow h o he numbe
o publica ions o e he yea s, bu e en so, he oldes publica ion da es om 1999. Fu he mo e, an
inc easing endency o publica ion can be obse ed in he las yea s, wi h publica ions om 2016 un il
2021 ep esen ing mo e han 50% o he publica ions in he en i e ime-space.
41
Figu e 14 - Numbe o publica ions o e he yea s
F om his sample o 168 a icles iden i ied on da abases a e applying he documen ype and language
il e s, i is c ucial o selec he s udies ha b ing added alue o his esea ch. Fo his pu pose, he
PRISMA 2020 me hodology was applied o imp o e he iden i ica ion, selec ion, e alua ion and syn hesis
o he indings (Page e al., 2021). The lowcha wi h he s eps and easons o exclusion was shown in
Figu e 12 in he esea ch me hodology chap e . Table 3 summa izes he esul s o he PRISMA 2020
me hodology and indica es how, om 168 a icles, 46 a icles we e selec ed wi h con ibu ions o his
esea ch.
I is wo h men ioning again ha he me hodology PRISMA 2020 is use ul o ensu e ha he p oposed
in o ma ion is cap u ed, bu no in ended o guide he sys ema ic e iew o a quali y assessmen
ins umen (Page e al., 2021).
A e disco e ing which a icles b ing eal con ibu ions o his esea ch, i.e. he 46 a icles wi h added
alue, he numbe o publica ions ela ing o hese a icles pe yea was iden i ied, as shown in Table 4.
As Figu e 14, Table 4 also indica es ha he e is an inc easing a ia ion in he numbe o publica ions in
ecen yea s, whe e publica ions om 2016 o 2021 ep esen o e 60% o he 46 a icles lis ed.

42
Table 3 - Syn hesis o he PRISMA 2020 me hodology esul s
A icles iden i ica ion, selec ion, e alua ion, and syn hesis
(PRISMA 2020)
Numbe
(+) To al a icles iden i ied on Scopus
148
(+) To al a icles iden i ied on Web o Science
20
(-) Duplica e a icles
13
(-) A icles in disag eemen wi h he il e s
1
Sc eened a icles included in he i le/abs ac e iew
154
(-) A icles excluded o no answe ing he esea ch ques ions
89
A icles sough o e ie al
65
(-) A icles no e ie ed/no accessed
5
A icles included in he ull ex e iew
60
(-) A icles wi hou added alue
15
(+) A icles iden i ied om ci a ions sea ching
1
A icles wi h added alue included in he RSL
46
Table 4 - Pe cen age pe yea o a icles wi h added alue o he SLR
Yea
Numbe o a icles wi h
added alue
%
2003
1
2.17
2004
0
0.00
2005
0
0.00
2006
1
2.17
2007
0
0.00
2008
2
4.35
2009
2
4.35
2010
1
2.17
2011
1
2.17
2012
1
2.17
2013
1
2.17
2014
3
6.52
2015
2
4.35
2016
3
6.52
2017
3
6.52
2018
4
8.70
2019
2
4.35
2020
10
21.74
2021
9
19.57
To al
46
100.00
43
Table 5 iden i ied he jou nals in which he 46 a icles wi h alue-added we e published and he me hod
h ough which each esea ch was conduc ed. Wi h espec o me hods, he mos ecu en app oach
applied we e su ey (18 a icles), case s udy (12 a icles) and li e a u e e iews (8 a icles). Conce ning
he jou nals, 24 di e en jou nals we e iden i ied. The ones which con ained he highes numbe o
published a icles we e hose ocused on sus ainabili y o he en i onmen , and PM.
Figu e 15 indica es he equency in descending o de o he numbe o publica ions by jou nals o he
46 a icles wi h ele an con ibu ions, and s a ed ha he Jou nal o Cleane P oduc ion ook a dominan
ole (8 a icles). Then, he second and hi d jou nals, namely he In e na ional Jou nal o P ojec
Managemen and he Sus ainabili y, in e ms o publica ion had he same numbe each (7 a icles). O he
ele an jou nals can be ci ed wi h mo e han one a icle, such as he P ojec Managemen Jou nal,
In e na ional Jou nal o Managing P ojec s in Business, and P oduc ion Planning and Con ol each (2
a icles).
Table 6 summa izes he main indings o he 46 a icles conside ed as he co e o his esea ch. The
con ibu ions o his s udy we e gene ally expec ed o be some sus ainable o inno a i e p ac ices ha
could be applied o PM and some bene i o posi i e eedback epo ed o hose who used hese
p ac ices. Besides he p ac ices and bene i s, some concep s, de ini ions and discussions on he subjec
we e also used o endo se he SLR, such as ecodesign, inno a ion and OI, SME- ela ed issues and o he s.
44
Table 5 - Jou nals and me hods o he a icles wi h added alue
No.
Au ho (s)
Ti le
Jou nal
Resea ch Me hod
1
Zaleski and
Michalski (2021)
Success ac o s in sus ainable managemen o i se ice p ojec s:
Explo a o y ac o analysis
Sus ainabili y (Swi ze land)
Ques ionnai e-based
esea ch
2
Pe uz and Pé ez
(2020)
Inno a ion managemen p ac ices: e iew and guidance o u u e
esea ch in SMEs
Managemen Re iew
Qua e ly
Scoping e iew
3
Gue le and Sick
(2021)
Explo ing he enabling e ec s o p ojec managemen o SMEs in
adop ing open inno a ion – A amewo k o pa ne sea ch and
selec ion in open inno a ion p ojec s
In e na ional Jou nal o
P ojec Managemen
Mul i-case s udy
4
Loca elli e al.
(2021)
Wha abou he people? Mic o- ounda ions o open inno a ion in
megap ojec s
In e na ional Jou nal o
P ojec Managemen
In e iew
5
Ma celino-Sádaba
(2021)
Success ul implemen a ion o P ojec Risk Managemen in small and
medium en e p ises: a c oss-case analysis
In e na ional Jou nal o
Managing P ojec s in
Business
Mul iple-case s udy
6
V cho a e al. (2020)
C i ical success ac o s o he p ojec managemen in ela ion o
indus y 4.0 o sus ainabili y o p ojec s
Sus ainabili y (Swi ze land)
Su ey
7
Se e o e al. (2020)
P ojec managemen and inno a ion p ac ices: backg ounds o he
sus ainable compe i i e ad an age in Sou he n B azil en e p ises
P oduc ion Planning and
Con ol
Su ey
8
Žužek e al. (2020)
Adop ing agile p ojec managemen p ac ices in non-so wa e SMEs: A
case s udy o a slo enian medium-sized manu ac u ing company
Sus ainabili y (Swi ze land)
Li e a u e e iew and
case s udy
9
Ullah, Wa is, e al.
(2020)
A cons uc alida ion app oach o explo ing sus ainabili y adop ion in
pakis ani cons uc ion p ojec s
Buildings
Su ey
10
Ullah, Khan, e al.
(2020)
A s uc u al model o he an eceden s o sus ainable p ojec
managemen in Pakis an
Sus ainabili y (Swi ze land)
Su ey
11
Daso ić e al. (2020)
A su ey on in eg a ion o op imiza ion and p ojec managemen ools
o sus ainable cons uc ion scheduling
Sus ainabili y (Swi ze land)
Su ey
45
Table 5 - Con inued
No.
Au ho (s)
Ti le
Jou nal
Resea ch Me hod
12
Willa e al. (2021)
Sus ainable cons uc ion p ac ices in he execu ion o in as uc u e
p ojec s: The ex en o implemen a ion
Sma and Sus ainable
Buil En i onmen
Su ey
13
Tonso and Ca alho
(2020)
The challenges o p ojec managemen in small and medium-sized
en e p ises: A li e a u e e iew based on bibliome ic so wa e and
con en analysis
Ges ao e P oducao
Li e a u e e iew
14
U bina i e al. (2020)
S akeholde managemen in open inno a ion p ojec s: a mul iple case
s udy analysis
Eu opean Jou nal o
Inno a ion Managemen
Mul iple-case s udy
15
Shah and Ganji
(2019)
Sus ainabili y adop ion in p ojec managemen p ac ices wi hin a social
en e p ise case
Managemen o
En i onmen al Quali y: An
In e na ional Jou nal
Li e a u e e iew and
su ey
16
Gunduz and Al a
(2019)
In eg a ion o inno a ion h ough analy ical hie a chy p ocess (Ahp) in
p ojec managemen and planning
Technological and
Economic De elopmen o
Economy
Su ey
17
Paula Pinhei o e al.
(2018)
F amewo k p oposal o ecodesign in eg a ion on p oduc po olio
managemen
Jou nal o Cleane
P oduc ion
Sys ema ic analysis
and li e a u e e iew
18
Gluch and S ensson
(2018)
On he nexus o changing public acili ies managemen p ac ices:
pu posi e and co-c ea i e ac ions ac oss mul iple le els
Cons uc ion Managemen
and Economics
Case s udy
19
Machuca and Mi as-
od íguez (2018)
D i e s ha encou age en i onmen al p ac ices in manu ac u ing plan s:
A compa ison o cul u al en i onmen s
Jou nal o Cleane
P oduc ion
Su ey
20
Yu (2018)
In eg a ing sus ainabili y in o cons uc ion enginee ing p ojec s:
Pe spec i e o sus ainable p ojec planning
Sus ainabili y (Swi ze land)
Su ey
52
Table 6 - Con inued
No.
Au ho (s)
Ti le
Main con ibu ions o his s udy
15
Shah and Ganji (2019)
Sus ainabili y adop ion in p ojec managemen p ac ices
wi hin a social en e p ise case
Discuss he adop ion o sus ainable p ac ices in some sec o s,
p ojec s and key ac i i ies o SD, compa ison be ween dedica ions
o o -p o i and non-p o i o ganiza ions o SD, con ibu ions o
sus ainable p ac ices o he success o he p ojec and bene i s
ela ed o sus ainabili y implemen a ion
16
Gunduz and Al a
(2019)
In eg a ion o inno a ion h ough analy ical hie a chy
p ocess (Ahp) in p ojec managemen and planning
Impo an inpu ac o o s a he inno a ion p ocess and i s
espec i e majo obs acle, p ac ices ha con ibu e o he
inno a i e p ocess and he espec i e bene i s o inno a ion o
o ganiza ions
17
Paula Pinhei o e al.
(2018)
F amewo k p oposal o ecodesign in eg a ion on p oduc
po olio managemen
A b idge be ween PM and sus ainabili y, ecodesign concep s and a
amewo k wi h he ipa i e dimensions o he in eg a ion o
ecodesign in o managemen wi h p ac ices ha can be add essed
18
Gluch and S ensson
(2018)
On he nexus o changing public acili ies managemen
p ac ices: pu posi e and co-c ea i e ac ions ac oss
mul iple le els
The p ocess h ough which new managemen p ac ices a e
de eloped wi hin a sus ainable con ex o mee sus ainable goals
19
Machuca and Mi as-
od íguez (2018)
D i e s ha encou age en i onmen al p ac ices in
manu ac u ing plan s: A compa ison o cul u al
en i onmen s
Unde s anding o how en i onmen ally- iendly ac ions can a ec a
i m's pe o mance and some en i onmen al p ac ices ha could
be add essed
20
Yu (2018)
In eg a ing sus ainabili y in o cons uc ion enginee ing
p ojec s: Pe spec i e o sus ainable p ojec planning
Sus ainabili y app oach unde he con ex o p ojec s, wi h SPM
ocused on planning, moni o ing and con olling o p ojec based
on he en i onmen al, economic and social p inciples
21
Banihashemi e al.
(2017)
C i ical success ac o s (CSFs) o in eg a ion o
sus ainabili y in o cons uc ion p ojec managemen
p ac ices in de eloping coun ies
Inno a ion de ini ions, a link be ween inno a ion and sus ainable
PM and some sus ainable p ac ices ha can be conside ed in PM

53
Table 6 - Con inued
No.
Au ho (s)
Ti le
Main con ibu ions o his s udy
22
Aleksic e al. (2017)
P ojec managemen issues: ulne abili y managemen
assessmen
Sus ainable p ac ice speci ically conce ning long- e m sus ainabili y
h ough s a de elopmen
23
Anna elli e al. (2014)
Web-applica ion de elopmen p ojec s by online
communi ies Which p ac ices a ou inno a ion?
E alua ion o he inno a ion p ocess ha can be a o ed by i ual
communi ies o p ac ice o web applica ion de elopmen p ojec s,
which o hese p ac ices can be add essed o inno a i e PM and
he main bene i s in adop ing hem
24
Yuso e al. (2016)
Linking he en i onmen al p ac ice o cons uc ion i ms
and he en i onmen al beha io o p ac i ione s in
cons uc ion p ojec s
Con ibu ions o he cons uc ion indus y o he en i onmen al
indus y, i s main sou ce o pollu ions and i s main en i onmen al
p ac ices
25
Ma newick (2016)
Bene i s o in o ma ion sys em p ojec s: The ale o wo
coun ies
Concep ualiza ion o bene i s in e ms o p ojec success and
pe cep ion o bene i s as a pe cei ed posi i e ou come by
s akeholde s in addi ion o he iple cons ain
26
Baldassa i e al.
(2020)
In eg a ion o en i onmen al aspec s in o R&D in e -
o ganiza ional p ojec s managemen : Applica ion o a
li ecycle-based me hod o he de elopmen o inno a i e
windows
Sus ainable p ac ices ex ac ed om he in eg a ion o
en i onmen al aspec s in o R&D PM aking in o conside a ion he
inc easing li e cycle assessmen equi ed
27
B ones and Mon ei o
De Ca alho (2015)
F om 50 o 1: In eg a ing li e a u e owa d a sys emic
ecodesign model
Map o he scien i ic a o ecodesign, he ela ion o en i onmen al
sus ainabili y wi h p oduc inno a ion, and a concep ual amewo k
ha combines scien i ic cons uc s and bes p ac ices wi h i e
in eg a ion p inciples, which some o hose p ac ices can be
ex ac ed o sus ainable PM
28
Y. Qu e al. (2015)
Sus ainable de elopmen o eco-indus ial pa ks in China:
E ec s o manage s' en i onmen al awa eness on he
ela ionships be ween p ac ice and pe o mance
Impo ance o he en i onmen al awa eness o SD in an
o ganiza ion and some en i onmen al p ac ices ha can be
conside ed in he SPM
54
Table 6 - Con inued
No.
Au ho (s)
Ti le
Main con ibu ions o his s udy
29
Wa da (2014)
Media ion e ec o sus ainabili y compe encies on he
ela ion be ween ba ie s and p ojec sus ainabili y ( he
case o Egyp ian highe educa ion enhancemen p ojec s)
Emphases o he impo ance ha PM gi es o sus ainabili y issues
and human compe encies and some ecommenda ions and
sus ainable p ac ices o inco po a e sus ainabili y in PM
30
F anks and Vanclay
(2013)
Social Impac Managemen Plans: Inno a ion in co po a e
and public policy
Compa ison be ween he managemen o social impac s and
en i onmen al impac s, con ibu ing wi h some sus ainable
p ac ices o PM
31
Kapsali (2011)
Sys ems hinking in inno a ion p ojec managemen : A
ma ch ha wo ks
Sys em hinking and inno a i eness concep s and con ibu ion o
e ec i e PM p ac ices sui able o inno a ion p ojec s, compa ison
wi h con en ional PM and some inno a i e p ac ices o PM
imp o emen ega ding he hema ic
32
Tu ne e al. (2010)
P ojec managemen in small o medium-sized en e p ises:
Ma ching p ocesses o he na u e o he i m
SMEs key con ibu ion o he economy and inno a ion, he
impo ance o PM as acili a ing o hese con ibu ions, di e ences
ega ding PM needs be ween SMEs and la ge companies, and
some p ac ices ha suppo he wo king o p ojec eams
33
Klewi z and Hansen
(2014)
Sus ainabili y-o ien ed inno a ion o SMEs: a sys ema ic
e iew
Obse a ion o Inno a ion-based SMEs endency o seek inno a i e
solu ions o en i onmen al and social challenges, he impo ance o
being compe i i e in changing ma ke and en i onmen s ill
con ibu ing o SD, he p ocess, o ganiza ional and p oduc
inno a ion, and some sus ainable-o ien ed inno a ion p ac ices ha
can be add essed o PM
34
Mahmoud and Behei y
(2021)
Sus ainabili y Inclusion in Cons uc ion Con ac s Index
De e mina ion o how s akeholde s can in e he p ojec ’s
commi men o sus ainabili y and sus ainable p ac ices ela ed o
all h ee pilla s
55
Table 6 - Con inued
No.
Au ho (s)
Ti le
Main con ibu ions o his s udy
35
Alyamani e al. (2021)
E alua ing decision making in sus ainable p ojec selec ion
be ween li e a u e and p ac ice
Discussion o he mul i-c i e ia decision-making o help p ojec
manage s o selec sus ainable p ojec s
36
Kamp e al. (2021)
Using ac ion esea ch in inno a ion p ojec managemen :
building legi imacy and o ganiza ional lea ning in an SME
du ing a me ge p ocess
The consequences and lea ning om he acquisi ion p ocess o
SMEs by la ge companies and some p ac ices ela ed o
knowledge managemen in an inno a i e scena io
37
Yuso e al. (2020)
Going beyond he en i onmen al egula ions-The in luence
o i m size on he e ec o g een p ac ices on co po a e
inancial pe o mance
G een p ac ices de ini ion and g een business p ac ice and he
discussion o his hema ic wi hin p ojec managemen , la ge i ms
and SMEs scope
38
Pollack and Adle
(2018)
Does P ojec Managemen A ec Business P oduc i i y?
E idence F om Aus alian Small o Medium En e p ises
The app oach o he social and economic impo ance o SMEs and
he impo ance o PM o hei su i al
39
Soń a-D ączkowska
and M ożewski (2020)
Explo ing he Role o P ojec Managemen in P oduc
De elopmen o New Technology-Based Fi ms
Iden i ica ion ha adi ional PM does no su icien ly add ess he
challenges o he managemen o inno a ion p ojec s, some
suppo ing p ac ices owa d his p ocess and ela ed bene i s
40
Sa gen e al. (2012)
Fac o s In luencing he Adop ion o In o ma ion Technology
in a Cons uc ion Business
E alua ion o he p ac ice o adop ing echnologies o PM o assis
manage s wi h he con ol o business unc ions and hei main
ela ed bene i s
41
Fede ici (2009)
Fac o s in luencing ERP ou comes in SMEs: a pos -
in oduc ion assessmen
Achie ed economic, adminis a i e and ope a ional bene i s by
adop ing en e p ise esou ce planning
42
Li le and Ag (2003)
Bo om-up o op-down? E olu iona y change managemen
in NPD p ocesses
P ac ices ha assis PM and implemen a ion o p ocess inno a ion
owa d new p oduc de elopmen and he main bene i s
56
Table 6 - Con inued
No.
Au ho (s)
Ti le
Main con ibu ions o his s udy
43
Manley e al. (2009)
Rela ionship be ween cons uc ion i m s a egies and
inno a ion ou comes
The impo ance o inno a ion o economic g ow h, a guidance o
cons uc ion i ms o imp o e hei inno a ion pe o mance and
some p ac ices ela ed o business s a egies ha mos clea ly
d i e inno a ion
44
Joo e (2008)
The V-Cycle o sys em inno a ion ansla ing a b oad
socie al need in o conc e e p oduc se ice solu ions: he
mul i unc ional cen e Apeldoo n case
Discussion abou sus ainable inno a ion and i s g ow h due o he
inc easing ocus on he TBL and i s impo ance o he social
aspec
45
S ewa (2008)
A amewo k o he li e cycle managemen o in o ma ion
echnology p ojec s: P ojec IT
The p ac ice o in oducing echnology in o he p ojec and ela ed
angible bene i s
46
Ma a elakis e al.
(2006)
Measu ing and benchma king he inno a i eness o SMEs:
A h ee-dimensional uzzy logic app oach
Embedding SMEs in o he subjec o adop ing ools and echniques
used in la ge companies o imp o e hei inno a ion pe o mance,
which a e he challenges and ad an ages o joining inno a ion o
SMEs, unde s anding how inno a ion measu emen can be done
wi hin a company, and p ac ices ha can be adop ed o become
mo e inno a i e
57
4.1.2 Sus ainable p ac ices ound in he SLR
One o he main objec i es o his esea ch is o iden i y in he li e a u e which p ac ices can be applied
wi hin a company aiming o enhance sus ainabili y h ough p ojec managemen , and consequen ly in
he i m as a whole. Consequen ly, con ibu ing o illing he gap in his a ea o knowledge ecognized in
he li e a u e, namely, ela ed o p ac ices in o he sphe es o sus ainabili y, no only en i onmen al; and
also, p ac ices applicable o sec o s o he han cons uc ion.
Wa da (2014) a e s udying he p ojec sus ainabili y managemen and ela ing i wi h p ojec manage s’
sus ainabili y compe encies, ecommended: adding sus ainabili y as pa o he depa men s’ s a egies
and policies, implemen ing sus ainabili y wi hin he impac e alua ion p ocess, op ing o sus ainabili y
compe encies in p ojec manage s selec ion, employing p og ams o aining and de elopmen ,
inco po a ing he p ocesses o planning and e alua ion o p ojec sus ainabili y, including sus ainabili y in
PM p ocesses, which help o achie e no able economic, en i onmen al, and social bene i s, and hence
encou aging he socie y owa d sus ainabili y.
Shah and Ganji (2019) ag eed ha he e a e di e en le els o commi men o SD i compa ing o -p o i
and non-p o i o ganiza ions, once ha he o -p o i o ganiza ions equi e he adop ion o mo e s a egic
decision and o ganiza ional cul u e o ob ain SD esul s, and o ha , he adop ion o sus ainable p ac ices
wi hin p ojec s is equi ed. LaB osse (2010) sugges s ha he lack o capi al o non-p o i o ganiza ions
is a signi ican ba ie o he adop ion o sus ainable p ac ices.
Shah and Ganji (2019) a es ed in he li e a u e ends ha he implemen a ion o sus ainable p ac ices
is well es ablished in some sec o s, o example, he cons uc ion indus y, bu he e is a lack o
in o ma ion ega ding o he sec o s, i.e. social en e p ises. Despi e he p omise o he cons uc ion sec o
o SD, i has been slow in implemen ing G een P ac ices (Oshodi & Aigba boa, 2017), which a e p ac ices
ha cause less ha m o he en i onmen (H. Liu & Lin, 2016).
In addi ion o G een P ac ices, he e a e G een Business P ac ices ha e e o he in eg a ion o he
en i onmen al mission in o he i m’s business s a egy, achie ing i s objec i es and s akeholde needs
(Ha mon e al., 2009). Yuso e al. (2020) analyzed he e ec o he adop ion o G een P ac ices and
G een Business P ac ices on la ge i ms and SMEs and in e ed ha bo h can achie e an imp o emen
on inancial pe o mance, bu la ge i ms enjoy highe inancial pe o mance han SMEs i hey adop a
high le el o G een Business P ac ices and G een P ojec Managemen . Some p ac ices ela ed o G een
Business P ac ices and G een P ojec Managemen ha e been iden i ied in his s udy, o example:
a oiding was e gene a ion o was e o land ill, high le el o esou ce e iciency and ecycling o oxic
ma e ials o g ea e in es men in en i onmen al managemen .

58
Gadenne e al. (2009) classi y he en i onmen al p ac ices o a i m in h ee main ields: ene gy e iciency,
was e managemen and in ol emen in en i onmen al e o s. Ene gy e iciency is ega ding educing he
use o ene gy bu o e ing he same le el o se ice o op imizing he o al ene gy used (Gadenne e al.,
2009). Was e managemen add esses he commonly known concep o educing, eusing, and ecycling
(J. Wang e al., 2015). Finally, he in ol emen in en i onmen al e o s can be obse ed h ough he
suppo ing o ac i i ies o imp o e he en i onmen , he commi men o en i onmen al ac ion, he
pe i ioning agains ac i i ies ha m ul o he en i onmen o he use o en i onmen - iendly p oduc s
(Gadenne e al., 2009).
Žužek e al. (2020) analyzed he implemen a ion o Agile P ojec Managemen p ac ices in a Slo enian
medium-sized company specialized in wi e ha ness o he au omo i e indus y, aiming o show ha ,
ins ead o adop ing a whole s uc u ed Agile P ojec Managemen me hodology, SMEs can implemen a
ew p ac ices and s ill ob ain bene i s. The p ac ices conside ed in he esea ch was: cus ome and eam
in eg a ion, deli e y equency, cus ome alida ion, decision ime, and p ojec plan upda ing ime. The
s udy ound ha e en implemen ed sepa a ely, he p ac ices impac posi i ely he p ojec success,
especially ega ding e iciency and s akeholde sa is ac ion, helping o es ablish an economically,
en i onmen ally and socially mo e sus ainable wo kplace.
Ullah e al. (2020) s udied SPM p ac ices in cons uc ion i ms, collec ing da a om 116 companies in
Pakis ani. The obse ed a iable analyzed and ca ego ized in economic, en i onmen al and social
dimensions was ob ained om he exis ing li e a u e, and some o hese a iables could be classi ied as
sus ainable p ac ices. The au ho s in e ed ha he en i onmen al dimension pe o med as he mos
impo an ca ego y in e ms o p ac ice and social esponsibili y.
Daso ić e al. (2020) s udied a sus ainable p ac ice in he cons uc ion indus y, speci ically, sus ainable
scheduling wi h aid o PM ools, p esen ing an achie emen su ey on he combina ion o op imiza ion
and PMT ha pe mi sus ainable cons uc ion scheduling, in e ms o con inuous op imal ime and
esou ce alloca ion in he p ojec li e cycle. A sus ainable schedule mus mee he deadlines, e en i
du ing he execu ion o he asks he pa ame e s equi e some changes (Ba uah & Bu ns, 2006), and i
is no only abou deli e ing an ou come consis en wi h expec a ions, by obeying he a ailable budge and
ime cons ain s, bu also abou ce i ying he sus ainabili y o he decisions in he long e m (He ma ij,
2013).
S ill, ega ding sus ainable p ac ices in he cons uc ion sec o , Mahmoud and Behei y (2021) in ended
o help he cons uc ion indus y s akeholde s o de e mine hei p ojec ’s commi men o sus ainable
p ac ices and pa i ioned hese p ac ices acco ding o he h ee pilla s o sus ainabili y.
59
Willa e al. (2021) e alua ed he means o applying sus ainable p inciples in in as uc u e p ojec s in
Indonesia, iden i ying gaps be ween he go e nmen egula ions’ indica o s o sus ainable cons uc ion
and i s p ac ices and ba ie s ha can obs uc he implemen a ion o sus ainable p inciples, ag eeing
ha bes sus ainable p ac ices ha posi i ely in luence he socioeconomics, en i onmen and cul u e
mus be de ined as sou ces o knowledge o s akeholde s o be en i onmen ally iendly and p o ide
bene i s o economic and social wel a e. The success ul applica ion o sus ainable p inciples equi es
some ac ions as well as he dedica ion o all in ol ed pa ies; hese ac ions p esen in he li e a u e and
men ioned in his s udy was conside ed o he ange o sus ainable p ac ices.
A cu en p ac ice men ioned in he s udy o Alyamani e al. (2021) is he mul i-c i e ia decision-making
ha is ela ed o he capabili y o selec and implemen adequa e sus ainable p ojec s and is a c ucial SD
ac o o make su e ha o ganiza ion o communi y needs mee . The mul i-c i e ia decision-making
in ol es conside ing di e en key sus ainable p ojec c i e ia, o example, cos , ma u i y, unce ain y,
skill and expe ience, and echnology in o ma ion, by collec ing in o ma ion wi h SMEs.
Ano he ecu en p ac ice men ioned some imes in he li e a u e is ecodesign. I seeks o p ojec
p oduc s by minimizing hei en i onmen al impac h oughou he li e cycle (Jabbou e al., 2018). Paula
Pinhei o e al. (2018) p oposed one heo e ical amewo k in eg a ing ecodesign p ac ices, me hods, and
ools wi h po olio managemen du ing he planning s age acco ding o a sys ema ic analysis o he
li e a u e. The amewo k is ipa i e and con ains he ollowing dimensions: Guides, Me hods, and Tools;
O ganiza ion; and S a egy. Al hough hese elemen s e e o po olio managemen , some o hese could
be conside ed ega ding sus ainable p ac ices.
Also ega ding he ecodesign opic and inco po a ion o en i onmen al aspec s in o p ojec s and p oduc
de elopmen p ocess, B ones and Mon ei o De Ca alho (2015) used a SLR o unde s and he condi ion
o he scien i ic a on ecodesign. As one o he esul s o he s udy, a amewo k ha combines scien i ic
cons uc s and bes p ac ices wi h i e in eg a ion p inciples was p oduced.
Gluch and S ensson (2018) we e in ol ed in a case s udy conside ing he changing o managemen
p ac ices in public acili ies o unde s and he p ocess h ough which new managemen p ac ices o
sus ainabili y a e de eloped in a speci ic con ex . Some esponsibili ies we e conside ed co esponden
o he en i onmen al sus ainabili y a ge s, o example, emissions, esou ce use, sound building
ma e ials, anspo , clima e change, heal h, ene gy e iciency and o he s. The eno a ion on an
o ganiza ional le el was also aken in o accoun and conside ed a sus ainable p ac ice o encou age
sus ainabili y.
60
Machuca and Mi as- od íguez (2018) analyzed he kind o d i e s ha mos encou age sus ainable
p ac ices in manu ac u ing plan s di e ed ac oss he cul u al en i onmen s. They aimed empi ically
analyze i he cul u al en i onmen in luences he d i e s ha encou age en i onmen al p ac ices ela ing
he en i onmen al p ac ices and he company inancial pe o mance. Fo ha a ques ionnai e was applied
in 230 manu ac u ing plan s om 10 coun ies, aking in o conside a ion 24 d i es and 41 en i onmen al
p ac ices.
Banihashemi e al. (2017) s udied he c i ical success ac o s o he in eg a ion o sus ainabili y in o PM
p ac ices o cons uc ion p ojec s wi hin de eloping coun ies by conduc ing 16 semi-s uc u ed in e iews
and p esen ing a concep ual model alida ed h ough a su ey ha e u ned 101 answe ed
ques ionnai es. The ac o s associa ed wi h he imp o emen o sus ainabili y in cons uc ion p ojec s and
PMP we e ound h ough a li e a u e e iew and combined a lis o 332 ac o s, 56 i which o be applied
in he s udy.
Yuso e al. (2016) s a ed ha he belie in he cons uc ion indus y con ibu es o en i onmen al
sus ainabili y has inc eased he demand o en i onmen al sus ainabili y in he sec o , and o ha eason
in es iga e he ela ionship be ween he en i onmen al p ac ices o cons uc ion i ms and he
en i onmen al beha io o p o essionals du ing p ojec implemen a ion h ough a ques ionnai e-based
ield su ey app oach wi h a sample o 375 a chi ec u al, enginee ing, and con ac ing i ms in Malaysia.
Some en i onmen al p ac ices can be ex ac ed om Yuso e al. (2016) esea ch ega ding cons uc ion
p ojec s, especially ela ed o ene gy e iciency, was e managemen and en i onmen al in ol emen , as
p e iously conside ed by Gadenne e al. (2009) he componen s o he en i onmen al p ac ices, and,
also, some i ems ela ed o he p ac i ione ’s en i onmen al beha io in cons uc ion p ojec s.
Qu e al. (2015) in es iga ed, using an empi ical s udy, he ela ionship o en i onmen al p ac ices, he
en i onmen al awa eness o eco-indus ial pa ks’ manage s and SD pe o mance, c ea ing a concep ual
model. En i onmen al awa eness is conside ed he se o ideas conce ning he ela ionship be ween
human beings and he Ea h, imp o ing en i onmen al p o ec ion and implemen ing i (Chen & Lou,
2003) and i is ela ed o en i onmen al p ac ices. Due o his ela ion and he posi i e impac o
en i onmen al p ac ices on SD pe o mance a es ed in his s udy, i s , Qu e al. (2015) iden i ied he
key en i onmen al p ac ices conside ing h ee aspec s unde he p e ious li e a u e: ins i u ing
en i onmen al no ms, building indus ial symbiosis and p o iding guidance o he key en e p ises.
Finally, Klewi z and Hansen (2014) explo ed eme gen hemes, poin ed ou impo an gaps and
con ibu ed o heo y de elopmen ega ding sus ainable-o ien ed inno a ion in he con ex o SMEs
61
h ough a sys ema ic e iew and answe ed which p ac ices o sus ainabili y-o ien ed p oduc , p ocess,
and o ganiza ional inno a ions occu wi hin SMEs and how hey a e in e ela ed.
Acco ding o Ekonomicznego We W ocławiu and Rojek-Nowosielska (2015), sus ainable p ac ices can be
classi ied unde he TBL. The e o e, in his esea ch, he sus ainable p ac ices we e di ided acco ding o
hese h ee pe spec i es, i.e. en i onmen al pe o mance (plane ), social pe o mance (people) and
economic pe o mance (p o i ).
Table 7 summa izes he sus ainable p ac ices sepa a ed in o he abo e men ioned ca ego ies, he
e e ence in which a icle hey we e iden i ied, he equency in numbe o imes he p ac ice was ci ed
among he a icles included in he SLR and he pe cen age ( a io be ween he equency o he e e ed
p ac ice and he sum o he equency o all sus ainable p ac ices), once some imes he same p ac ice is
ci ed in di e en s udies.
I was iden i ied 86 sus ainable p ac ices, om which 40 a e ela ed o en i onmen al pe o mance, 24
o social pe o mance and 22 o economic pe o mance as shown in Figu e 16 in e ms o pe cen ages.
Figu e 16 - Pe cen ages o sus ainable p ac ices ca ego ies in numbe o p ac ices
Some sus ainable p ac ices we e ci ed mo e o en among he a icles o he SLR, p esuming ha hey
ha e mo e ele ance and incidence among he s udies and manage s. Among he sus ainable p ac ices
ela ed o en i onmen al pe o mance, he ones ha we e mos equen ly iden i ied we e he ollowing:
‘Implemen ing was e managemen ’ (7 imes), ‘Use o ene gy/ enewable esou ces’ (6 imes), ‘Reduce
was e p oduc ion/disposal’ (6 imes) and ‘Ecodesign’ (5 imes).
In addi ion, he sus ainable p ac ices ela ed o social pe o mance, he ones mos eoccu ing we e he
ollowing: ‘Gene a ing and ans e ing o knowledge/awa eness o sus ainable concep s - s a
de elopmen ’ (6 imes), ‘Engaging/collabo a ing wi h s akeholde s in p ojec ac i i ies and p ocesses’ (5
68
Table 7 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
2 - Social
pe o mance
(people)
SP44
Assessing social impac
1
0.65
F anks and Vanclay (2013)
SP45
C ea ing mul idisciplina y eam
2
1.29
Paula Pinhei o e al. (2018)
Banihashemi e al. (2017)
SP46
Imp o ing he wo k o ce en i onmen
1
0.65
Machuca and Mi as- od íguez (2018)
SP47
In e ening in he wo kplace o encou age esponsible beha io
owa d he en i onmen in employees
1
0.65
Yuso e al. (2016)
SP48
Imp o ing employee commu ing issues (e.g., ca pooling, bike
ga age)
1
0.65
Machuca and Mi as- od íguez (2018)
SP49
P omo ing local employmen
1
0.65
Mahmoud and Behei y (2021)
SP50
Use o mul i-c i e ia decision-making
1
0.65
Alyamani e al. (2021)
SP51
Pu chasing om mino i y- o women-owned business en e p ise
(M/WBE) supplie s
1
0.65
Machuca and Mi as- od íguez (2018)
SP52
Enhancing li ing condi ions and educing labou exploi a ion
1
0.65
Mahmoud and Behei y (2021)
SP53
Ensu ing ha supplie s comply wi h child labou laws
1
0.65
Machuca and Mi as- od íguez (2018)
SP54
Asking supplie s o pay a ‘li ing wage’
1
0.65
Machuca and Mi as- od íguez (2018)
SP55
Using a hi d pa y o moni o wo king condi ions a supplie
acili ies
1
0.65
Machuca and Mi as- od íguez (2018)

69
Table 7 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
2 - Social
pe o mance
(people)
SP56
Engaging/collabo a ing wi h s akeholde s in p ojec ac i i ies and
p ocesses
5
3.23
Zaleski and Michalski (2021)
Žužek e al. (2020)
Paula Pinhei o e al. (2018)
Machuca and Mi as- od íguez (2018)
Banihashemi e al. (2017)
SP57
Commi ing o all pa ies who a e in ol ed in cons uc ion p ojec s,
including go e nmen , se ice p o ide s and he communi y as
use s
1
0.65
Willa e al. (2021)
SP58
Gene a ing and ans e ing o knowledge/awa eness o
sus ainable concep s (s a de elopmen )
6
3.87
Se e o e al. (2020)
Willa e al. (2021)
Banihashemi e al. (2017)
Aleksic e al. (2017)
Wa da (2014)
Klewi z and Hansen (2014)
SP59
Es ablishing he ela ionship be ween en e p ises and hei
supplie s ou side
1
0.65
Y. Qu e al. (2015)
SP60
Managing s akeholde s
1
0.65
Klewi z and Hansen (2014)
SP61
Ca ying ou daily s and-up mee ings
1
0.65
Žužek e al. (2020)
SP62
Iden i ying he esponsibili ies o each pa y in he managemen o
impac s, oppo uni ies and isks.
1
0.65
F anks and Vanclay (2013)
SP63
P epa ing social managemen plans
1
0.65
F anks and Vanclay (2013)
SP64
Complying wi h a cus ome 's supplie o indus y-widecode o
conduc
2
1.29
Machuca and Mi as- od íguez (2018)
Klewi z and Hansen (2014)
70
Table 7 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
3 - Economic
pe o mance (p o i )
SP65
Implemen ing own sou ce o ene gy
1
0.65
V cho a e al. (2021)
SP66
Exchanging by-p oduc s and was es
1
0.65
Y. Qu e al. (2015)
SP67
T aining and in es men in esou ce-e icien me hods
1
0.65
Willa e al. (2021)
SP68
Sus ainable scheduling (op imal ime and esou ce alloca ion)
1
0.65
Daso ić e al. (2020)
SP69
Coo dina ing o supply chain ac ions
2
1.29
Willa e al. (2021)
Klewi z and Hansen (2014)
SP70
Imp o ing anspo a ion e iciency
1
0.65
Klewi z and Hansen (2014)
SP71
Implemen ing cleane p oduc ion
2
1.29
Y. Qu e al. (2015)
Klewi z and Hansen (2014)
SP72
Linking p ojec managemen o agile p inciples
1
0.65
Zaleski and Michalski (2021)
SP73
Inco po a ing sus ainabili y in o PM p ocesses
1
0.65
Wa da (2014)
SP74
S a egic planning
3
1.94
Paula Pinhei o e al. (2018)
Banihashemi e al. (2017)
B ones and Mon ei o De Ca alho
(2015)
SP75
Alignmen o p ojec goals wi h s akeholde s' needs
1
0.65
Banihashemi e al. (2017)
SP76
Reno a ing on o ganiza ional le el
1
0.65
Gluch and S ensson (2018)
SP77
Maximizing esou ce euse
1
0.65
Mahmoud and Behei y (2021)
SP78
Decision make guides
2
1.29
Paula Pinhei o e al. (2018)
Banihashemi e al. (2017)
SP79
I e a i e and adap i e planning
1
0.65
Žužek e al. (2020)
SP80
Minimizing esou ce consump ion
1
0.65
Mahmoud and Behei y (2021)
SP81
P ojec Risk Managemen
2
1.29
Ma celino-Sádaba (2021)
Banihashemi e al. (2017)
71
Table 7 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
3 - Economic
pe o mance (p o i )
SP82
Aligning s a egy and co po a e objec i es
1
0.65
B ones and Mon ei o De Ca alho
(2015)
SP83
Using long li e-cycle ma e ials
1
0.65
Mahmoud and Behei y (2021)
SP84
De ining goals and p io i izing o all s akeholde s
1
0.65
Banihashemi e al. (2017)
SP85
Dedica ing and co-loca ing p ojec eam
1
0.65
Žužek e al. (2020)
SP86
Fo mula ing policies owa ds sus ainabili y p omo ion
3
1.94
Willa e al. (2021)
Wa da (2014)
Klewi z and Hansen (2014)
To al
155
100
72
4.1.3 Inno a i e p ac ices ound in he SLR
Con inuing he achie emen o one o he objec i es o his esea ch, h ough an SLR, p ac ices we e
iden i ied o s eng hen inno a ion h ough he PM wi hin SMEs con ex , helping o imp o e hei
p ocesses and compe i i eness in he ma ke , which appea in he li e a u e as one o he main easons
why o ganiza ions seek o be inno a i e.
Manley e al. (2009) de eloped an empi ical s udy o in o m he bes s a egy p ac ices used by inno a i e
companies o seek ha i ms o imp o e hei inno a ion pe o mance, p o iding i e ypes o business
s a egies ha mainly d i e in e nal inno a ion in a p ojec -based en i onmen , namely: employee,
echnology, ma ke ing, knowledge and ela ionship s a egy.
U bina i e al. (2020) in es iga ed inno a ion ac i i ies o ex e nal pa ne s and how p ojec s akeholde
managemen is di e en in OI p ojec s om adi ional R&D p ojec s, h ough in e iews wi h in e p e a i e
quali a i e na u e and clus e ed he collec ed in o ma ion in: Iden i y S akeholde s and Plan S akeholde
Engagemen , Coo dina e S akeholde Engagemen and Moni o S akeholde Engagemen , ha compose
he s akeholde managemen , ecognized as a ele an p ac ice in managemen esea ch by Donaldson
(1999).
Anna elli e al. (2014) h ough a mul iple case s udy esea ch design e alua ed he cha ac e is ics o a
new o ganiza ional o m in web applica ion de elopmen o gene a ing inno a ion called i ual
communi ies, and one o he analyzed ea u es we e he managemen p ac ices di ec ed owa ds
imp o ing inno a ion pe o mance. The pape o e ed a s udy o p ac ices used in web applica ion
de elopmen p ojec s and iden i ied he bes p ac ices o enhance i s e ec i eness. I was a es ed ha
he managemen p ac ices should di e acco ding o he phases o he p ojec , i.e equi emen s
speci ica ion, design, implemen a ion and e i ica ion o he so wa e.
Kamp e al. (2021) s udied inno a ion PM in a me ge con ex , pa icula ly when la ge co po a ions
acqui e inno a i e SMEs. In his case, issues ela ed o in e -o ganiza ional legi imacy appea o SME
inno a ion manage s and i is supposed o con inue inno a ing success ully, while he o ganiza ion lea ns
wi h his condi ion. The s udy was pe o med h ough an ac ion esea ch case s udy, and some o hese
p ac ices ega ding knowledge di usion we e add essed o his esea ch.
Soń a-D ączkowska and M ożewski (2020) explo ed he ole o PM in he p oduc de elopmen o new
echnology i ms and enume a ed a se o p ac ices ha a e a ec ed o new p oduc de elopmen based
on en ep eneu s’ pe cep ions. In addi ion, he s udy concluded ha PMP a e mos ly associa ed e iciency
o p oduc success.
73
Tu ne e al. (2010) ag eed ha SMEs use PM o manage ope a ions, inno a ion and g ow h. The au ho
also iden i ied he na u e o he PM equi ed by SMEs in e iewing people om mic o, small and medium
sizes o companies om di e en indus ies and coun ies. One o he main ounds o he esea ch was
he i een PMP e e ed o by he esponden s as essen ial.
Pe uz and Pé ez (2020), s udied IMP and de eloped a sys ema ic e iew ega ding inno a i e p ac ices
o u u e esea ch in SMEs. In hei wo k, i was iden i ied 116 p ac ices, di ided in o 13 ca ego ies,
namely: Benchma king and business in elligence; Ma ke ing ac i i ies and iden i ica ion o ma ke needs
o inno a e; Idea gene a ion echniques; De ini ion o inno a ion s a egies, objec i es and p ocesses;
Exploi a ion, explo a ion and knowledge managemen ; Cha ac e is ics o he o ganiza ion and esou ces
o he de elopmen o inno a ion; P ac ices ela ed o human alen managemen o inno a ion;
Collabo a ion, s a egic alliances, and open inno a ion; P ojec managemen ; Implemen a ion o changes
o imp o emen s in p oduc s and o ganiza ional p ocesses; Use o echnologies in he inno a ion p ocess;
Fo mal e alua ion o he esul s o inno a ion and managemen o he in ellec ual p ope y; and Measu ing
he impac o inno a ion.
The abo e men ioned s udy and p ac ices we e aken in o conside a ion, and in addi ion o hese 116
p ac ices, ano he 50 new p ac ices we e ound in his SLR, besides o he many p ac ices which we e
al eady con empla ed in Pe uz and Pé ez (2020) wo k. In addi ion, he ca ego ies de e mined by Pe uz
and Pé ez we e main ained, and hese 50 new inno a i e p ac ices we e amed wi hin hese 13
ca ego ies.
Figu e 17, h ough a pie cha , iden i ies he pe cen age in numbe o p ac ices ha each ca ego y
p esen s. I can be obse ed ha he ca ego ies wi h he highes numbe o ela ed p ac ices: P ojec
managemen (28 p ac ices) and Implemen a ion o changes o imp o emen s in p oduc s and
o ganiza ional p ocesses (24 p ac ices).

74
Figu e 17 - Pe cen ages o inno a i e p ac ices ca ego ies in numbe o p ac ices
Table 8 con ains he 166 lis ed inno a i e p ac ices di ided in o 13 ca ego ies, he equency in numbe
and pe cen age in which each p ac ice was ci ed in he li e a u e conside ed in his SLR, and he e e ence
a icle whe e each p ac ice was iden i ied.
Some p ac ices ha s eng hen he inno a i e PM p esen ed in Table 8 appea ed wi h highe equency
among he 46 a icles conside ed as he co e o his SLR, such as ‘Di using and sha ing in o ma ion,
ideas and knowledge’ (3 imes), and o he p ac ices which we e also ci ed mo e han once, o example:
‘Using b ains o ming’; ‘Acqui ing knowledge in e nally’; ‘Acqui ing knowledge ex e nally’; ‘In es ing in
R&D’; ‘Using miles one-based p ojec e iews’; ‘Using echnology o assis esou ce coo dina ion and
alloca ion’; and o he s.
P ac ices ela ed o knowledge gene a ion and ans e ence, o example, SP58 in Table 7, we e also
iden i ied in he li e a u e as one o he p ac ices wi h highe equency and, he e o e, ele ance be ween
sus ainable p ac ices, which highligh s he impo ance o his heme o bo h sus ainabili y and inno a ion.
75
Table 8 - Inno a i e p ac ices ha can be applied in he p ojec managemen o small and medium-sized en e p ises di ided in o ca ego ies
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
1 - Benchma king
and business
in elligence
IP1
Compe i ion-in o med p icing: check compe i o s’ cu en p ice s a egy
1
0.56
Pe uz and Pé ez (2020)
IP2
Check he deg ee o compe i ion on he ma ke and es ima e he s eng h o
compe i o s o eac and he compe i i e ad an ages o compe i o s on he
ma ke
1
0.56
Pe uz and Pé ez (2020)
IP3
Execu ing echnological benchma king and compe i i e echnology
in elligence
1
0.56
Pe uz and Pé ez (2020)
IP4
Using benchma king o b ing pe o mance le els up
1
0.56
Manley e al. (2009)
IP5
Using benchma king and scena ios o ex e nal business in elligence
1
0.56
Pe uz and Pé ez (2020)
IP6
Using in e nal and ex e nal sou ces o da a o business in elligence
1
0.56
Pe uz and Pé ez (2020)
2 - Ma ke ing
ac i i ies and
iden i ica ion o
ma ke needs o
inno a e
IP7
Opening new ma ke s ab oad
1
0.56
Pe uz and Pé ez (2020)
IP8
C ea ing new domes ic a ge g oups
1
0.56
Pe uz and Pé ez (2020)
IP9
Execu ing punc ual and sys ema ic ma ke ing p ospec ion
1
0.56
Pe uz and Pé ez (2020)
IP10
De eloping ma ke ing e o s o launch and dissemina e inno a ions
1
0.56
Pe uz and Pé ez (2020)
IP11
Realizing p esen a ions, con e ences and lobbying o launch and di use
inno a ions
1
0.56
Pe uz and Pé ez (2020)
IP12
Ha ing a s a ed and wo king ma ke ing inno a ion s a egy
1
0.56
Pe uz and Pé ez (2020)
IP13
P omo ing he e ec i e pa icipa ion o cus ome s in launching and
dissemina ing inno a ions
1
0.56
Pe uz and Pé ez (2020)
IP14
P oposing p oblems and challenges by use s
1
0.56
Anna elli e al. (2014)
IP15
Pe o ming ma ke esea ch o iabili y s udies because inno a ion is
p o oundly associa ed wi h a p e iously iden i ied demand
1
0.56
Pe uz and Pé ez (2020)
IP16
Focusing on achie ing a balanced po olio o compe i i e ad an ages and
inno a ions o which cus ome s a e willing o pay
1
0.56
Pe uz and Pé ez (2020)
76
Table 8 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
IP17
Imp o e ma ke sha e
1
0.56
Manley e al. (2009)
IP18
Conduc ing ex ensi e bounda y managemen o handle he ola ili y o use
beha io and e ain hei commi men
1
0.56
Kapsali (2011)
3 - Idea gene a ion
echniques
IP19
P omo ing idea gene a ion as pa o inno a ion p ocess managemen
1
0.56
Pe uz and Pé ez (2020)
IP20
Possibili y o commen on ideas in speci ic spaces
1
0.56
Anna elli e al. (2014)
IP21
Using b ains o ming
2
1.12
Pe uz and Pé ez (2020)
Soń a-D ączkowska and
M ożewski (2020)
IP22
Conduc ing ocus g oups
1
0.56
Pe uz and Pé ez (2020)
IP23
Pe o ming gene a ion and spon aneous sea ch o ideas
1
0.56
Pe uz and Pé ez (2020)
IP24
Using idea ion suppo and using an idea da abase o manage ideas
1
0.56
Pe uz and Pé ez (2020)
IP25
Selec ing ideas based on he c i e ia o ma ke iabili y and he echnological
si ua ion o he company
1
0.56
Pe uz and Pé ez (2020)
IP26
Selec ing ideas based on he c i e ia o alignmen o in e es s and he s a egic
ision o he company
1
0.56
Pe uz and Pé ez (2020)
IP27
Selec ing ideas based on he c i e ia o sha eholde s
1
0.56
Pe uz and Pé ez (2020)
IP28
Es ablishing idea gene a ion assessmen p ocesses
1
0.56
Pe uz and Pé ez (2020)
IP29
Cap u ing ideas om ex e nal agen s (cus ome s and inno a ion
in e media ies)
1
0.56
Pe uz and Pé ez (2020)
IP30
Using o ecas ing ools and echniques o imagine u u e h ea s and o
cons uc scena ios
1
0.56
Pe uz and Pé ez (2020)
IP31
Analysing lead use s
1
0.56
Pe uz and Pé ez (2020)
IP32
Use anking
1
0.56
Anna elli e al. (2014)
IP33
Re iewing consump ion endencies (e hnog aphic esea ch)
1
0.56
Pe uz and Pé ez (2020)
77
Table 8 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
4 - De ini ion o
inno a ion
s a egies,
objec i es and
p ocesses
IP34
Assigning a high le el o impo ance o he inno a ion s a egy o he company
o achie e he success o he p ocess
1
0.56
Pe uz and Pé ez (2020)
IP35
Ha ing a s a ed, a icula ed, explici and p io i ized inno a ion s a egy
1
0.56
Pe uz and Pé ez (2020)
IP36
Aligning and in eg a ing he co po a e s a egy wi h he inno a ion’s po olio
1
0.56
Pe uz and Pé ez (2020)
IP37
De ining inno a ion goals, objec i es and a ge s
1
0.56
Pe uz and Pé ez (2020)
IP38
De ining a p ocess o inno a ion managemen in he company o gua an ee
he e ec i e de elopmen o inno a ion (idea ion, e alua ion, selec ion and
moni o ing o inno a ion)
1
0.56
Pe uz and Pé ez (2020)
5 - Exploi a ion,
explo a ion and
knowledge
managemen
IP39
Cap u ing o ganiza ional knowledge and cul i a ing s a o p o ide sys em-
wide hinking and specialized knowledge
1
0.56
Pe uz and Pé ez (2020)
IP40
Acqui ing knowledge in e nally: iewing knowledge as a compe i i e ad an age
o be gained om inside he company
2
1.12
Pe uz and Pé ez (2020)
Gunduz and Al a (2019)
IP41
Acqui ing knowledge ex e nally: iewing knowledge as a compe i i e ad an age
o be gained om ou side he company
2
1.12
Pe uz and Pé ez (2020)
Gunduz and Al a (2019)
IP42
Pa icipa ing o knowledge con e sion cycle
1
0.56
Kamp e al. (2021)
IP43
Pa icipa ing in app en iceship p og ams
1
0.56
Manley e al. (2009)
IP44
Pe o ming R&D ac i i ies: asks ela ed o undamen al knowledge acquisi ion
and c ea ion
1
0.56
Pe uz and Pé ez (2020)
IP45
Managing a sui able collec i e lea ning en i onmen
1
0.56
Pe uz and Pé ez (2020)
IP46
Exploi a ion: using exis ing knowledge and seeking o deepen i o sol e
speci ic p oblems
1
0.56
Pe uz and Pé ez (2020)
IP47
Di using and sha ing in o ma ion, ideas and knowledge
3
1.68
Anna elli e al. (2014)
Kamp e al. (2021)
Manley e al. (2009)
84
Table 8 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
IP142
Measu ing compliance wi h p ocesses, p ocedu es and se ice de elopmen
p ocess
1
0.56
Pe uz and Pé ez (2020)
IP143
Simula ing p ocess (planning, simula ion, eedback)
1
0.56
Li le and Ag (2003)
IP144
Ins i u ionalizing con inuous imp o emen p ocesses
1
0.56
Pe uz and Pé ez (2020)
IP145
Imp o ing he documen a ion o p ocesses
1
0.56
Pe uz and Pé ez (2020)
IP146
Se ing s anda ds o he pe o mance o se ices
1
0.56
Pe uz and Pé ez (2020)
IP147
Clea and p ecise speci ying
1
0.56
Soń a-D ączkowska and
M ożewski (2020)
IP148
Imp o e sa e y
1
0.56
Gunduz and Al a (2019)
11 - Use o
echnologies in he
inno a ion p ocess
IP149
Using up- o-da e/new echnology o new p oduc de elopmen and in he
p ocess
1
0.56
Pe uz and Pé ez (2020)
IP150
Cons uc ing echnology oadmaps o p oduc s o execu e echnology
in elligence and moni o echnological endencies (mapping ou pa en s, he
Delphi me hod, o ecas ing, TRIZ and p ospec ion)
1
0.56
Pe uz and Pé ez (2020)
IP151
Using echnologies o assis esou ce coo dina ion and alloca ion
2
1.12
Sa gen e al. (2012)
Fede ici (2009)
IP152
Sys ema ically managing he po olio o echnologies
1
0.56
Pe uz and Pé ez (2020)
IP153
Using in e nal communica ions ia any compu e ne wo k, o example, e-mail
1
0.56
Pe uz and Pé ez (2020)
IP154
Using dis ibu ed da abases online o mul iple unc ions
1
0.56
Pe uz and Pé ez (2020)
IP155
Upda e in o ma ion echnology sys ems
1
0.56
Pe uz and Pé ez (2020)
IP156
Using common so wa e o p ocess mapping
1
0.56
Pe uz and Pé ez (2020)
IP157
Using suppo so wa e and keeping commi ed o ea ly planning aiming a
quali y
1
0.56
Se e o e al. (2020)
IP158
In oducing in o ma ion echnology in o p ojec s
1
0.56
S ewa (2008)

85
Table 8 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
IP159
Tes ing (p ocess, code e iew, au oma ion)
1
0.56
Soń a-D ączkowska and
M ożewski (2020)
IP160
Aligning he business s a egy and echnology
1
0.56
Pe uz and Pé ez (2020)
12 - Fo mal
e alua ion o he
esul s o inno a ion
and managemen o
in ellec ual
p ope y
IP161
De ining a o mal p ocess o e alua e he esul s o inno a ion (de ini ion and
e alua ion o me ics, sys em o success indica o s o p ojec s)
1
0.56
Pe uz and Pé ez (2020)
IP162
Managing he in ellec ual p ope y de i ed om he company’s inno a ion
ac i i ies
1
0.56
Pe uz and Pé ez (2020)
13 - Measu ing he
impac o inno a ion
IP163
Measu ing en i onmen al impac
1
0.56
Pe uz and Pé ez (2020)
IP164
Acqui ing new echnologies ela ed o he sus ainabili y s a egy
1
0.56
Pe uz and Pé ez (2020)
IP165
Wo k p oac i ely o imp o e ou social and communi y impac
1
0.56
Pe uz and Pé ez (2020)
IP166
De eloping en i onmen - iendly p oduc s
1
0.56
Pe uz and Pé ez (2020)
To al
179
100.00
86
4.1.4 Achie ed bene i s ound in he SLR
The mapping o he bene i s achie ed by hose who used inno a i e o sus ainable p ac ices was also a
a ge o his SLR. The impo ance o de e mining his indica o in his esea ch is due o he ac ha
bene i s a e also conside ed a way o iden i y he success o a p ojec .
Gue le and Sick (2021) s udied he enabling e ec s o PM o SMEs in adop ing OI and de eloped a
amewo k o sea ching and selec ing OI p ojec pa ne s. The s udy consis s o explo a o y mul i-cases
esea ch de eloped wi h ou SMEs o p o ide a le e aging o he complemen a i ies be ween OI and PM.
The esul s indica ed how sensing capabili ies o OI oppo uni ies can be bene i ed om he sys ema ic
p oblem and s akeholde analysis. I was ob ained om he OI p ojec s o he ou case s udies some
bene i s egis e ed by he company as posi i e eedback, such as helping o iden i y aluable s akeholde s
and inpu s, suppo ing knowledge ans e be ween disciplina y silos, and o he s.
Due o he socio-economic ele ance o he SMEs, Ma celino-sadaba (2021) s udied he adop ion o
P ojec Risk Managemen in SMEs wi h a posi i e cos -bene i a io. A mul iple-case s udy was conduc ed
wi h 10 companies in I aly and Spain. The complexi y, inno a ion, and ele ance o he p ojec s we e
e alua ed: he inno a i eness o he ma ke and he PM complexi y we e medium-high; p ojec
echnologic inno a i eness was high and he s a egic signi icance o he p ojec s was e en highe . The
complexi y and inno a ion o he cases adop ing PMR we e high, once a complex p ojec implies highe
isks. F om his s udy we e in e ed and add essed he pe cei ed bene i s.
Se e o e al. (2020) h ough a su ey in 226 en e p ises in he ac i i y sec o s o indus ial manu ac u ing,
comme ce and se ices in sou he n B azil was p oposed o analyze he ela ionship be ween PM
p ac ices, p oduc and p ocess inno a ion and sus ainable compe i i e ad an ages. The compe i i e
ad an ages we e conside ed in Table 9 as he bene i s pe cei ed by company manage s.
Gunduz and Al a (2019) based on he da a collec ed using s uc u ed ques ionnai es and analyzed
h ough su ey analysis dis ibu ed o 121 pa icipan s, conside ed 46 ac o s in ol ed in he inno a ion
p ocess e iewed in he pas li e a u e and ca ego ized hem in o se en g oups. One o hese se en
g oups is he o ganiza ion bene i s: cos -sa ing, ime-sa ing, quali y imp o emen , echnology
imp o emen , sa e y imp o emen and ma ke imp o emen .
The inno a i e p ac ice o adop ing in o ma ion echnologies o PM add essed in he case s udy o Sa gen
e al. (2012) speci ied some bene i s ela ed o example o cos and schedule pe o mance imp o ed
wi h inc eased IT use and posi i e pe cep ion by echnology use s, ein o cing he need o suppo new
echnologies owa d managemen and echnical pe spec i e.
87
Conducing a simila app oach o IT olls in oduc ion in o PM, Fede ici (2009) s udied he es ablishmen
o esou ce planning sys ems in he con ex o SMEs and ound ha bene i s we e achie ed in e ms o
economic esul s, managemen con ol and ope a ing e iciency.
Ullah e al. (2020) du ing esea ch de ined he social, en i onmen al and economic dimension o
sus ainabili y in he con ex o he SPM, and ound ha he economic dimension is deeply en angled wi h
he o he dimensions, and ha clien s pe cei e he bene i s o hei in es men h ough he be e
li ecycle alue; and con ac o s enjoy he upg ade on hei p o i s om ope a ional e iciency, educ ion
in was e and, consequen ly, cos s, o example.
Ano he s udy o Ullah, Khan, e al. (2020) iden i ied o he bene i s add essed o his esea ch by
conside ing da a om 146 cons uc ion companies o analyze he ole o no ma i e and mime ic
isomo phic p essu es as ex e nal enable s o in eg a ing sus ainabili y in o p ojec p ocesses.
Shah and Ganji (2019) p esen ed in he esea ch ca ied ou by an in e iew-based su ey some indings
ega ding he use o sus ainable PMP wi hin social en e p ises, he gaps in his ield and he compa ison
o social-based p ojec s wi hin o -p o i and non-p o i o ganiza ions. Some indings we e highligh ed such
as he lack o sus ainable beha io and i s adop ion wi hin o ganiza ions, and he well-es ablished adop ion
o sus ainable p ac ices in some sec o s, such as cons uc ion, bu a lack o in o ma ion ega ding o he
sec o s. I was ound in he li e a u e some bene i s o implemen ing and adop ing en i onmen al
sus ainabili y, i.e. company image and imp o ed s akeholde s loyal y, p o iding compe i i e ad an ages
o he u u e (Ba ilana & Do ado, 2010).
As main indings conce ning his esea ch objec i e o iden i ying he bene i s ob ained by hose who
implemen inno a ion and sus ainabili y in o PM, Table 9 summa izes he bene i s iden i ied and di ides
hem in o ca ego ies, e e ing o he a icles om which hey we e ound and he equency in numbe
and pe cen age o how many imes he bene i s we e men ioned among he a icles used in he SLR.
In o al, 61 bene i s we e ga he ed and hen di ided in o 7 ca ego ies, speci ically: Compe i i e ad an age,
P oduc /se ice, P ocess, S a egy, Knowledge, O ganiza ion and Employees. Figu e 18, h ough a ee
map ela ed o he abo e ca ego ies and he pe cen age ha each ca ego y ep esen s o e he o al
bene i s iden i ied, helped o isualise he ca ego ies wi h he highes numbe o ela ed bene i s. As can
be seen, he g ea es numbe o bene i s we e associa ed wi h he o ganiza ion and he compe i i e
ad an age, wi h 25% and 18% espec i ely.
In e ms o men ions in he li e a u e, he mos equen ly ci ed bene i s we e: ‘Cos sa ing’ (4 imes),
‘Inc ease p oduc ion o se ice p o ision lexibili y’ (3 imes) and ‘Imp o e economic pe o mance’ (3
imes). O he ones we e also iden i ied in mo e han one a icle, such as ‘Imp o e p oduc ion o se ice
88
p o ision quali y’, ‘Suppo o knowledge ans e be ween disciplina y silos’, ‘Time sa ing’, ‘De elopmen
o pe sonal skills and human capaci y building’, among o he s.
Figu e 18 - Pe cen ages o bene i s ca ego ies in numbe o bene i s
89
Table 9 - Bene i s achie ed by hose who implemen inno a i e and sus ainable p ac ices in p ojec managemen
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
1 - Compe i i e
Ad an age
B1
Be e success a e o new p oduc s/se ices i compa ed o compe i o s
1
1.27
Se e o e al. (2020)
B2
Be e e enue om new p oduc s/se ices i compa ed o compe i o s
1
1.27
Se e o e al. (2020)
B3
Be e p o i abili y wi h new p oduc s/se ices i compa ed o compe i o s
1
1.27
Se e o e al. (2020)
B4
Supe io o e all company pe o mance in he p e ious yea i compa ed
o main compe i o s
2
2.53
Se e o e al. (2020)
Ullah, Wa is, e al. (2020)
B5
Be e company image
1
1.27
Shah and Ganji (2019)
B6
Posi i e use pe cep ion
1
1.27
Sa gen e al. (2012)
B7
Inc ease ex e nal clien 's us
1
1.27
Loca elli e al. (2021)
B8
Inc ease s akeholde s loyal y
1
1.27
Shah and Ganji 2019)
B9
Lowe o al ope a ing cos s han ou compe i o s’ o al cos s
1
1.27
Se e o e al. (2020)
B10
Be e compe i i e po en ial
1
1.27
Ullah, Wa is, e al. (2020)
B11
Go beyond me e p o i gene a ion
1
1.27
Ullah, Khan, e al. (2020)
2 - P oduc
/se ice
B12
Highe quali y o ou new p oduc s han hose o ou compe i o s
1
1.27
Se e o e al. (2020)
B13
Supe io unc ionali y and ea u es o p oduc s i compa ed o ou
compe i o s'
1
1.27
Se e o e al. (2020)
B14
Inco po a e a la ge body o new echnological knowledge in o he
p oduc s
1
1.27
Se e o e al. (2020)
B15
Imp o e e iciency
2
2.53
Soń a-D ączkowska and
M ożewski (2020)
Fede ici (2009)
B16
Imp o e echnology
1
1.27
Gunduz and Al a (2019)

90
Table 9 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
3 - P ocess
B17
Inc ease p oduc ion o se ice p o ision capaci y
1
1.27
Se e o e al. (2020)
B18
Inc ease p oduc ion o se ice p o ision lexibili y
3
3.80
Se e o e al. (2020)
Žužek e al. (2020)
Anna elli e al. (2014)
B19
Reduce cos s o p oduc ion o p o ision o se ices
1
1.27
Se e o e al. (2020)
B20
Imp o e p oduc ion o se ice p o ision quali y
2
2.53
Se e o e al. (2020)
Gunduz and Al a (2019)
B21
Be e decision-making p ocess
2
2.53
Gue le and Sick (2021)
Loca elli e al. (2021)
B22
Fas e de ec ion o disc epancies
1
1.27
Žužek e al. (2020)
B23
Imp o e communica ion bo h wi hin he eam and wi h he cus ome
1
1.27
Žužek e al. (2020)
B24
P ocedu e simpli ica ion
1
1.27
Fede ici (2009)
B25
Reduc en o ime o ma ke
1
1.27
Li le and Ag (2003)
B26
Acess o o he 's acili ies and equipmen
1
1.27
Loca elli e al. (2021)
4 - S a egy
B27
Helped o iden i y aluable s akeholde s and inpu s
1
1.27
Gue le and Sick (2021)
B28
Consis ency and comple eness o suppo ed p ojec planning s eps
1
1.27
Gue le and Sick (2021)
B29
Ne wo k expansion
1
1.27
Loca elli e al. (2021)
B30
Ideas o opening new a eas o esea ch
1
1.27
Loca elli e al. (2021)
B31
Be e p ojec planning
1
1.27
Loca elli e al. (2021)
B32
Fas e esponse o change
1
1.27
Žužek e al. (2020)
B33
S uc u ed p oblem analysis allows o iden i y he ac ual issue
1
1.27
Gue le and Sick (2021)
B34
Lowe isk impac
1
1.27
Loca elli e al. (2021)
B35
Mo e e ec i e p oblem-sol ing
1
1.27
Žužek e al. (2020)
B36
Po en ial applica ions
1
1.27
Gue le and Sick (2021)
91
Table 9 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
5 - Knowledge
B37
Suppo o knowledge ans e be ween disciplina y silos
2
2.53
Gue le and Sick (2021)
Loca elli e al. (2021)
B38
In o ma ion in eg a ion
1
1.27
Anna elli e al. (2014)
B39
Publica ions and con e ence a endance
1
1.27
Loca elli e al. (2021)
B40
Easie in o ma ion e ie al
1
1.27
Fede ici (2009)
B41
O e comes hinking pa e ns and b oadens solu ion space
1
1.27
Gue le and Sick (2021)
B42
Enhance in ui i e and expe ience-d i en app oach
1
1.27
Gue le and Sick (2021)
B43
Suppo o o e coming local sea ch bias
1
1.27
Gue le and Sick (2021)
6 - O ganiza ion
B44
G a e p obabili y o p ojec success
1
1.27
Loca elli e al. (2021)
B45
Be e budge con ol
1
1.27
Loca elli e al. (2021)
B46
Be e p ojec pe o mance
1
1.27
Loca elli e al. (2021)
B47
Be e e alua ion o budge ese e
1
1.27
Loca elli e al. (2021)
B48
Be e li ecycle alue o he in es men
1
1.27
Ullah, Wa is, e al. (2020)
B49
Imp o e p o i s om ope a ional e iciency
1
1.27
Ullah, Wa is, e al. (2020)
B50
Time sa ing
2
2.53
Gunduz and Al a (2019)
Li le and Ag (2003)
B51
Cos sa ing
4
5.06
Gunduz and Al a (2019)
Li le and Ag (2003)
S ewa (2008)
Fede ici (2009)
B52
Cos educ ion h ough was e educ ion
1
1.27
Ullah, Wa is, e al. (2020)
B53
Re u n on in es men /p o i abili y
2
2.53
Ullah, Wa is, e al. (2020)
Ullah, Khan, e al. (2020)
B54
Su i al and success in he long un
2
2.53
Ullah, Wa is, e al. (2020)
Ullah, Khan, e al. (2020)
92
Table 9 - Con inued
Ca ego y
ID
Desc ip ion
F eq.
%
Re e ences
6 - O ganiza ion
B55
Imp o e economic pe o mance
3
3.80
Ullah, Khan, e al. (2020)
Yuso e al. (2020)
Sa gen e al. (2012)
B56
Imp o e schedule pe o mance
1
1.27
Sa gen e al. (2012)
B57
Imp o e pe o mance managemen
1
1.27
Fede ici (2009)
B58
Ma ke imp o emen
1
1.27
Gunduz and Al a (2019)
7 - Employees
B59
Employmen oppo uni ies
2
2.53
Loca elli e al. (2021)
Ullah, Wa is, e al. (2020)
B60
De elopmen o pe sonal skills and human capaci y building
2
2.53
Loca elli e al. (2021)
Ullah, Wa is, e al. (2020)
B61
Imp o e employees' occupa ional heal h and sa e y
2
2.53
Ullah, Khan, e al. (2020)
Gunduz and Al a (2019)
To al
79
100.00
93
4.2 Bibliome ic analysis
This sec ion aims o comp ehend how he opics ha compose his heme a e ela ed and achie e he
hi d esea ch objec i e, wi h he de elopmen o a bibliome ic s udy wi h he in o ma ion a ailable on
he Scopus websi e ha ela es inno a ion, sus ainabili y, sus ainable de elopmen , p ojec managemen
and small and medium-sized en e p ises, iden i ying he main me ics ega ding his ela ionship.
The esul s ound in he bibliome ic analysis conduc ed will be de ailed in his sec ion o co-occu ence
ela ed o keywo ds, co-au ho ship ela ed o au ho s and co-ci a ions ela ed o au ho s. The numbe o
documen s ob ained om he Scopus da abase (60 documen s, conside ing only he documen ype
a icle, in English, which ha e passed he abs ac , i le and keywo ds eading s age) in ol ing he e ms
ela ed o he esea ch s ing ( TITLE-ABS-KEY ( "p ojec managemen " AND ( "inno a e*" OR
"sus ainab*" ) AND ( "p ac ice*" OR "bene i *" ) ) AND ALL ("sme*" OR "small and medium* en e p ise*"
) ) ).
4.2.1 Co-occu ence
Based on he da a si ua ed in keywo ds o he selec ed a icles, and using he co-occu ence ype o
analysis, he e ms epea ed a leas wo imes we e conside ed. A p e-p ocessing o da a was ca ied
ou , eplacing simila e ms ela ed o he same subjec and epea ed e ms we e excluded o a oid alse
o un ue in o ma ion in his ne wo k.
The analysis ound 77 i ems sepa a ed in o 7 clus e s iden i ied by di e en colo s in Figu e 19,
cha ac e izing he mos equen e ms. Clus e 1, iden i ied in ed, consis s o 15 i ems, whe e he mos
equen a e "cons uc ion indus y", "cons uc ion p ojec s", "en i onmen al managemen " and
"en i onmen al p ac ices". Clus e 2, in g een, consis s o 14 i ems, whe e he main ones a e "p ojec
managemen " and "inno a ion". P ojec managemen , inclusi ely, is he e m wi h mo e ele ance in
e ms o occu ences and o al link s eng h. Clus e 3, in da k blue, consis s o 13 i ems, whe e he mos
equen a e "managemen p ac ices", "sus ainabili y" and "co po a e social esponsibili y". Clus e 4,
iden i ied in yellow, consis s o 12 i ems, among which he main ones a e "in es men s", " inancial da a
p ocessing", "inno a ion managemen " and "ecodesign". Clus e 5, indica ed in iole , consis s o 11
i ems, among which, he mos equen and ele an a e "s akeholde " and "p ojec success". Clus e 6,
in ligh blue, among which 8 i ems we e iden i ied, he main ones a e "sus ainable de elopmen ",
"cons uc ion" and "planning". Finally, clus e 7, iden i ied in o ange, whe e he e a e 4 i ems, among
100
analysis is s ong and conclusi e, indica ing ha he wo ks o Tu ne , J.R., Sil ius, G., Mulle , R., among
o he s, se ed as a majo con ibu ion o suppo he analyzed li e a u e.
Some limi a ions du ing he de elopmen o his s udy can be conside ed. The ac ha he b idge be ween
he scien i ic ields o SD and PM has s a ed only a ound 2010 and i is s ill being buil cha ac e izes a
ela i ely new heme. The ease o inding in o ma ion becomes e en mo e es ic i e when including
SMEs subjec o he heme o sus ainabili y and inno a ion in PM, causing a ailable li e a u e sca ci y
e en in he main and mos comp ehensi e da abases.
In addi ion o he limi a ions highligh ed abo e, he p esen s udy also deal wi h he ac ha he
sus ainable en i onmen al dimension is gi en mo e emphasis han he social and economic, and also
he ac ha he cons uc ion indus y has ecei ed mo e a en ion in ela ion o sus ainabili y han he
o he sec o s due o i s high consump ion o na u al esou ces, especially conce ning he en i onmen al
aspec .
As inno a ion and sus ainabili y a e ma e s o in e es o bo h academics, business communi y and wo ld
scena io, once he UN has de ined 17 SDGs o con on economic, social and en i onmen al challenges,
including he p omo ion o sus ainable economic g ow h and inno a ion, he esea ch owa ds
sus ainabili y and inno a ion wi hin business en i onmen mus be aken o wa d.
Based on he indings and con ibu ions achie ed by his wo k, some sugges ions o u u e wo k can be
aken in o conside a ion. The ange o p ac ices ound in his SLR is ex ensi e, depending on he SMEs
eali y o he sec o s o economic ac i i y. I would be in e es ing o de e mine he key p ac ices o each
ype o SME. Ca ego izing he p ac ices, as has been done in his wo k, may help in his espec and
unc ion as an ini ial iage o which g oup o p ac ices o be consul ed, bu i may equi e u he s udy
on his subjec .
Ano he sugges ion is a compa a i e analysis o he p ojec li e cycle wi h and wi hou he applica ion o
sus ainable and inno a i e p ac ices o unde s and he impac a a ious le els o hei use in he sho ,
medium and long e m; and also an addi ional analysis o cla i y i implemen ing sus ainabili y and
inno a ion make sense om a cos -bene i poin o iew, once he e a e i ms ha ques ion whe he he
ini ial in es men s and e o s a e wo hwhile and compensa ed by he bene i s ob ained.
Finally, a con ibu ion owa ds inno a ion and SD, p omo ing he applica ion o heo e ical and scien i ic
knowledge o he eal con ex , would be he de elopmen o some me hodology o manual ha op imizes
he choice o sus ainable and inno a i e p ac ices o be applied in hei managemen , acco ding o he
pa icula i ies o he o ganiza ions and he su ounding en i onmen , b inging a guide o he i ms ha
a e in e es ed in unde going his ype o ans o ma ion.

101
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