Corporate social responsibility (CSR) is an increasingly influential concept, claimed to be implemented more in the West than in the Gulf Cooperation Community (GCC) and Middle East and North Africa (MENA) region where CSR is often portrayed as less developed and mainly philanthropic. The research reported in this paper investigates capacity building for CSR in organizations and examines the research question as to whether the project management of CSR can contribute to increasing levels of awareness, engagement, and implementation. The empirical study therefore examines the management of CSR through projects and consists of data analysed from 29 interviews conducted during 2011–2016 with CSR representatives for organizations operating in the United Arab Emirates (UAE), which is a member of the GCC, located in the MENA region, and categorized as a more economically developed country.The findings reveal evidence supporting the argument that organizations with capabilities in the project management of CSR are in the position to develop capacities for strategic CSR. This empirical analysis of CSR capacity development across varying degrees of sophistication in the project management of CSR activities implies a more developed stage of CSR engagement, at least in the sample of organizations studied, than is expressed in the extant literature on CSR in the UAE, and elsewhere in the MENA region. The use of project management to organize, implement, align, and monitor CSR activity supports capacity development in CSR and can contribute to its sustainability. We recommend that future research examines the political, business, and institutional factors that could further develop CSR in organizations when managed through projects.

Initiatives in Corporate Social Responsibility (CSR) can contribute to many programs for sustainable development. The Middle East and North Africa (MENA) region is considered to have been slower to change in CSR than have other Western developed countries. The purpose of this research is to explore examples in the United Arab Emirates (UAE) of how project initiatives in CSR and sustainable development can facilitate heightened awareness, engagement, and execution of action for sustainability. This research utilizes qualitative case study methods analysing a United Nations (UN) supported annual youth engagement program focused on implementation of sustainable development projects in the UAE. The varying degrees of project complexity and “programmification” of sustainability activities in the UAE reveals a more systematic and mature stage of CSR and sustainable development projects and programs than is reported in the literature. The application of project management to organize, implement, align, and monitor sustainability-centred programs provides knowledge relevant to the UAE and other countries interested in the strategic management of change. The study demonstrates the application and value of project management for implementing sustainable development initiatives and highlights the collaborative contribution of corporate and governmental stakeholders to project management in organizations. An important area for future research on sustainable development in the MENA region is to study corporate and public sector partnerships in CSR projects and sustainability programs.

The fourth industrial revolution has been discussed generously in literature, as it centers around offering high value and customized products or services to the consumer by harnessing the potential of cutting-edge technologies. It comes as no surprise that it has brought about a paradigm shift in the manufacturing and services sector; however, it is imperative to analyze the variables which influence its adoption. Although there has been an increasing number of studies helping us to understand the adoption of Industry 4.0, there is no structured and process-oriented implementation roadmap that brings together contextual factors for the adoption, nor a step-by-step methodology regarding improvements. Therefore, the authors have conducted a review in which the barriers to Industry 4.0 adoption have been analyzed in a manufacturing context and their corresponding drivers have been discussed. The study reveals that top management commitment, clear strategy, and a skilled workforce play a significant role in the adoption of Industry 4.0 technologies. Afterwards, the authors have developed a conceptual framework for Industry 4.0 adoption by combining DMAIC with a Technology–Organization–Environment (TOE) framework. The recommended framework is designed to facilitate sustainable digital transformation, helping organizations navigate through a structured ability-building process, upskill their workforce, and embrace technologies that align with sustainability objectives. From an academic perspective, the research makes key contributions to technology management literature by utilizing the TOE approach in a proper manner through DMAIC principles. For practitioners, the research work provides an easy four-step process that can assist them in adopting Industry 4.0 technologies in a proper manner.