Generation Z is arriving in the workforce. Do these youngsters have the skills and traits to fit project teams? This study reviews the literature concerning project management competencies and the traits that are associated with Generation Z. To deepen the understanding of its members (Gen Zers) traits, we explore the self-awareness of their profile, strengths and weaknesses with an empirical study. We used a mixed-method approach, implementing a survey on a sample of 211 college students about to enter the labor market. Comparing our survey results with the literature, we identified differences that reveal some of the lack of awareness of Gen Zers about their traits. Further analysis also revealed a significant correlation between the most highlighted Generation Z traits and essential project management soft skills, pointing to Generation Z as a promissory asset in the project management field. However, other essential project management (PM) soft skills were not grounded in personality traits. Our findings, namely the lack of awareness and association results, suggest the need for further research on educational approaches and re-thinking and targeting education and training policies that could strengthen Generation Z soft skills. Our results also suggest reflections about whether the Gen Zers traits fit the PM competencies sought by organizations.

This study supports the proposition that sustainability’s integration into Quality Management Systems (QMS) could be a viable pathway to the development of the Emergency paradigm, in which leadership plays a crucial role. A Systematic Literature Review (SLR) was performed in order to deepen leadership’s relationship with Quality Management (QM) from an evolutionary perspective. An exploratory survey was then conducted to assess quality managers’ perceptions of sustainability’s integration into QMS and their leadership styles, using the 5X Short Leader Form MLQ instrument. The results indicate that leadership is a critical element of QMS performance, enhancing transformational leadership, which appears to be the dominant self-perceived style of the quality managers who participated. Nevertheless, these practitioners recognise the difficulties in committing all employees to the sustainability journey. The theoretical and managerial implications give rise to this work. The SLR results could be a useful database to support future QM and Leadership research. The organisations could follow the suggested pathway to evolve their QMS to support solutions to some of the current challenges. At the same time, quality managers could reflect on their future professional challenges. This work has taken a step forward, indicating sustainable quality management systems as a viable pathway to explore QM knowledge regarding the Emergency paradigm, and thus enhancing leadership’s role.

Purpose: Organizations must focus on increasingly complex and customized products and production processes integrated into technological and digital evolution. Thus, shop floor operators have a more significant number of complex tasks with responsibility for their quality control, looking for high productivity levels. However, there are human limitations to deal with the increased amount of information/data resulting from the integration of new technologies. As such, the main research objective is to answer the following research question “How can the combination of recent smart technologies with the human factor contribute to employees' involvement at the shop floor level and thus improve quality control?”Design/methodology/approach: This study follows a qualitative research approach by developing a singular case study in CPMG PSA Group – Peugeot Citroën, where two innovative information technology (IT) projects were implemented following the continuous improvement methodology PDCA cycle (Deming, 1986).Findings: This work contributed to highlighting the human-centered approach in the discussion of Quality 4.0 development. The main theoretical contribution of this research is the identification of a set of key elements that should be present in the integration of the information technologies in quality control, namely: Prioritizing the quality problems supported by the fundamentals knowledge and tools of traditional quality management (QM); building multidisciplinary teams at different organization levels; following approaches that promote continuous improvement; developing the human-centered and user-friendly perspective; implementing solutions as directly as possible in the workstation; finally, enabling an effective communication and motivation strategies.Research limitations/implications: The research addresses a singular case study and solely explores the vertical integration process of Quality 4.0.Practical implications: The projects presented may inspire other organizations to integrate information technologies solutions in quality control, following the implementation process and the essential elements described in these examples. Thus, this research stresses that one should customize these projects with the involvement of shop floor operators in a human-centered and user-friendly perspective, both at the preliminary and succeeding stages.Originality/value: This research presents two original and customized projects, bridging the technological perspective with the human factor in the digital transformation era, supporting the worker, not replacing it.

Companies need to develop more sustainable management models to support a strategy focused on the environment and society, preventing the sole ambition to maximize economic profits. Several specific tools and frameworks have been developed for the implementation of sustainability management. However, the isolated adoption of new management practices could increase bureaucracy and constrain the development of an effective and systematic sustainability strategy. Based on the development of four case studies of relevant companies based in Portugal, this research presents a cyclical process with the structures, inputs and outputs, and roles in embodying sustainability in Integrated Management Systems (IMS). The originality of the work lies in the level of integration. Beyond identifying interconnection areas, it also specifies the Management Systems Standards (MSS) requirements in each area, assigning different roles in the integration process: drivers, efficient enablers, pathways, and evaluators. These four roles promote the claimed integration in a systematic cyclical process, plan–do–check–act (PDCA), to assist the consolidation of sustainability management. This research reinforces the added value of the IMS. It expands its scope, helping companies implement sustainability effectively and systematically, resulting in the presentation of Conceptual Sustainable Management Systems Standards (SMSS).

Expository approaches in project management education do not seem to be engaging engineering students. Although the students acquire remarkable theoretical knowledge throughout their coursework, they lack transferable competences, such as soft skills, which are scarcely attended in the teaching of project management. Generation Z’s characteristics differ from previous generations and should be considered in new project management education approaches and methods. This article reviews the project management competencies, Generation Z profile, and teaching methods trends reported in the literature. It presents a study involving 147 engineering students, through a self-report questionnaire, to explore their profile’s self-awareness and compare it with the literature. A correlational study links the Generation Z’s personality traits with project management soft skills. Findings reveal interesting personality characteristics of Generation Z engineering students for the project management field. However, this sample showed low recognition of their individualism, less personal relationships, and did not value their creative potential. There were also differences in Electronic, Electrical, and Computer Science engineering students, namely, lower emotional intelligence. Some highlighted traits have a significant effect on critical project management soft skills. Other soft skills were not supported in personality traits. This work suggests implications for re-think educational approaches to Generation Z engineering students.

This work aims at contributing to a new Sustainable Project Management (SPM) paradigm, focusing on the role of project managers as a key element. The contribution of this research has both practical and theoretical implications. It presents the first results of a project developed under the Erasmus+ program Think Twice, recommending a set of ecological practices to motivate and develop project managers’ skills to adopt Sustainable Project Management. Subsequently, supported by a literature review and content analysis of the data collected for this project, an original conceptual model is presented: the Project Management Triple Sustainability Cube. This tool is intended to guide project managers on their journey to sustainability in project management, comprehensively and systematically. To this end, the tool outlines guidelines for adopting comprehensive practices according to the triple bottom line sustainability vectors (environmental, social, and economic) relating to people, processes, and innovative solutions (go/no digital) throughout the project life cycle.