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Context of Assumptions of Sustainable Development Concept - A Polish Case Study. Sustainability , 11 (11), 3188. DOI: 10.3390/su11113188. Szwajkowski, E. (2000). Simplifying the principles of stakeholder management: The three most important principles. Business & Society , 39 (4), 379–396. DOI: 10.1177/000765030003900403. Thyne, M., & Hede, A.M. (2016). Approaches to managing co-production for the co-creation of value in a museum setting: when authenticity matters. Journal of Marketing Management , 32 (15–16), 1478–1493. DOI: 10.1080/0267257X.2016

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Management . United Kingdom: John Wiley & Sons. Eskerod, P. and Jepsen, A. L (2013) Project Stakeholder Management , 1 st Edition, Gower Publishing Ltd. Eyiah-Botwe, E., Aigbavboa, C., and Thwala, W. D. (2016). Mega Construction Projects: Using Stakeholder Management for Enhanced Sustainable Construction. American Journal of Engineering Research (AJER) , 5(5), 80-86. Eyiah-Botwe1, E., Aigbavboa, C., and Thwala, W. D. (2015). Critical Barriers Affecting Stakeholder Management in the Construction Industry. Fellows, R. and Liu, A. (2015). Research Methods for Construction

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Abstract

Current world situation characterized by constant dynamic development and changes in all spheres enforced us to view the business not only as a profit creator but as creator of added value to the society. The paper deals with the stakeholders as the integral part of corporate social responsibility (CSR) concept. It mentions the topic of stakeholder theory and stakeholder management in consideration of sustainable development and sustainable competitiveness of business. Within the paper are mentioned outputs of pilot research carried on among Slovak companies focusing on stakeholders and decision making within responsible business.

Institutional management in Higher Education 13(2). Pp. 9-24 BUYSSE, K., VERBEKE, A. (2003). Proactive Environmental Strategies: A Stakeholder Management Perspective. Strategic Management Journal . 24 (5). Pp. 453-470. CHINYIO. E. et al. (2010). Construction Stakeholder Management . Chichester: Blackwell Publishing. CLARKSON.M. (1994). A risk based model of stakeholder theory: Toronto. Proceedings of the Second Toronto Conference on Stakeholder Theory. Centre for Corporate Social Performance and Ethics, University of Toronto: Toronto. CLARKSON.M. (1995). A stakeholder

–1182. Berman, S.L., Wicks, A.C., Kotha, S., and Jones, T.M. (1999). Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Academy of Management Journal , 42 (5): 488–506, http://dx.doi.org/10.2307/256972 Bhattacharya, C. and Sen, S. (2004). Doing Better at Doing Good: when, why, and how consumers respond to corporate social initiatives. California Management Review , 47 (1): 9–24, http://dx.doi.org/10.2307/41166284 Bode, C., Singh, J., and Rogan, M. (2015). Corporate social initiatives and employee

Abstract

The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management.

These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.