The integration of artificial intelligence (AI) and information technology (IT) is transforming business operations while increasing energy demand. A scalable and nonintrusive method for assessing the adoption of energy-conscious IT governance without direct measurements of energy use is lacking. To address this gap, a machine learning framework is developed and validated that infers the presence of energy-conscious IT governance from five indicators of digital maturity and AI adoption. Enterprise survey data were used to train five classification algorithms—support vector machine, logistic regression, decision tree, neural network, and k-nearest neighbors—to identify organizations implementing energy-efficient IT/AI management. All models achieved strong predictive performance, with SVM achieving 90% test accuracy and an F1 score of 89.8%. The findings demonstrate that an enterprise’s technological profile can serve as a reliable proxy for assessing sustainable IT/AI practices, enabling rapid assessment, benchmarking, and targeted support for green digital transformation. This approach offers significant implications for policy design, ESG reporting, and managerial decision-making in energy-conscious governance, supporting the alignment of digital innovation with environmental objectives.

BACKGROUND: Development of civil society occurs in various forms. One form of development is the activity of non-profit organizations, visible in the increase in number of foundations and associations around the world, as well as in Poland. The activities of these organizations in the corporate sector and the public sector are carried out through a sequence of implemented projects. Contemporary management trends penetrate the world of non-profit organizations. This is a result of progressive globalization and unification of management methods, leading to progressive temporalization, professionalization, hybridization, or automation of processes. In particular, the phenomenon of all-encompassing projectification and its identified variations, such as ‘euro-projectification’ (projects based on programs of the European Union institutions) can be observed when projects replace any activity taking place in the organization, in connection with the organization’s employees, or its environment. ASSUMPTIONS/APPROACH: The scientific debate on the phenomenon of projectification concerns the management of enterprises or projects in the public sector. A much smaller, almost negligible percentage of researchers concern themselves with aspects and consequences of projectification in the management of non-profit organizations (NPO). To contribute to the scientific discussion on projectification, the author will present the consequences of this phenomenon on the example of managers of Polish non-profit organizations. The aim of the study was to analyse managers’ experience of the process of projectification and to gain an understanding of how this phenomenon changed the way they manage their non-profit. METHODOLOGY: The data presented in this study concern 204 NPO managers. The results of the study were extracted from a representative survey conducted in Poland on a sample of 385 non-profit organizations. To fully illustrate this phenomenon, the study was supplemented with quantitative data from ten interviews conducted with NPO managers. The aim of the discussions was to collect more general data on the consequences of managing an increasing number of projects.

Purpose - Nonprofit organisations (NPOs) face grand challenges when implementing international humanitarian projects with significant budgets in the field. In times of great challenges, the article attempts to identify selected challenges and interorganisational barriers to project initiation, in the context of an international programme responding to the Ukraine refugee crisis and the migration crisis on the border between Poland and Belarus. Research method - A comparative analysis, desk research, action research and a project management case study were used to investigate the initiation and formulation phase of projects in the context of grand challenges. Results - Local NPOs in Poland respond effectively to grand challenges and skillfully collaborate with international humanitarian organisations. At the same time, the initiation and formulation of these projects, even in the context of grand challenges necessitating an expedient response, appears to be a protracted and excessively formalised process. Originality / value / implications / recommendations - The adaptation of international project management practices to local realities represents a significant organisational and management challenge for local partners engaged in collaborative endeavours. Conversely, this process is a fundamental prerequisite for international partners initiating projects in response to grand challenges.

Objectives This study explores the concept of "permanent temporality" within the project management frameworks of non-profit organizations dedicated to addressing Society 5.0 challenges through recurring project cycles. Material and methods By analyzing survey data from the Polish non-profit sector, the research identifies a high degree of projectification and highlights unique tensions arising from the "triple constraint" of time, budget, and scope. Results The paper utilizes a theoretical framework grounded in paradox theory, proposing "permanent temporality" as a specific contextual adaptation of existing temporality paradoxes. This approach allows for a nuanced distinction between project-oriented and non-project-oriented entities, revealing how managers must navigate the contradiction between short-term funding cycles and the long-term, sustainable implementation of an organization's mission. Conclusions The study concludes that "permanent temporality" is a pervasive phenomenon where transient project forms are multiplied into a permanent mode of activity. To manage these paradoxes, the author proposes corrective strategies such as mission-alignment audits, diversification of funding, and the implementation of "project exit" strategies. Future research should focus on international comparative analyses and exploring deprojectification as a conscious organizational choice.