Exploring Different Patterns of Perceived Barriers to Sustainable Project Management

This study explores the subjective perceptions of project managers regarding barriers to implementing sustainable project management (SPM). Using Q-methodology and grounded in the theory of planned behavior (TPB), 28 project managers across diverse industries sorted and ranked statements about sustainability-related constraints. The analysis revealed three distinct belief patterns: “motivated yet confined”, characterized by structural and organizational limitations; “motivated yet lacking competency”, reflecting personal skill gaps and limited training; and “motivated yet unsupported”, highlighting weak normative support from peers and leadership. Despite differing barriers, all participants expressed positive attitudes toward sustainability, underscoring a common intention–behavior gap shaped by varying perceptions of behavioral control and normative reinforcement. The findings suggest that generic interventions are insufficient; instead, belief-sensitive strategies are needed to enable SPM adoption. Implications include reforming performance measurement systems, integrating sustainability into professional training, and cultivating supportive organizational cultures. The study contributes to both behavioral theory and project management practice by reframing sustainability barriers as belief-dependent phenomena and offers a foundation for more tailored, psychologically grounded interventions. These insights are relevant for educators, policymakers, and organizational leaders seeking to enhance sustainability outcomes through empowered and context-aware project management practices.