Copperbelt University

Directorate of Distance Education and Open Learning

Master of Science in Project Management

GBS 700: Research methods and statistics

Term project
II

By

Bridget Lungu
SIN: 23900276

Lecturer: Dr Donald Chungu

6th June,2023
 Topic:

The Role of Project Management in Promoting Corporate Social Responsibility: A

Comparative Study of Best Practices in the Construction Industry in Lusaka prov-
ince in Zambia.

1
Table of Contents
CHAPTER ONE 3
1 INTRODUCTION 3
1.1 Background 3
1.2 Statement of the problem 4
1.3 General objective 5
1.3.1 Specific objectives 5
1.4 Research questions 5
1.5 Significance of the study 6
1.6 Scope of the study 6
1.6.1 Summary of chapter one 7
2 LITERATUEE REVIEW 8
2.1 Introduction 8
2.2 Project Management 8
2.3 Co-operate social responsibility. 8
2.4 Challenges are experienced by the industrial sector in promoting social and environmental re-
sponsibility. 10
2.5 Strategies that can be applied to advance the construction of industrial projects that take into
consideration social and environmental responsibility. 13
2.6 Theoretical frame work 14
2.7 Conceptual Framework 16
2.8 Summary of Chapter two 17
CHAPTER THREE 18
3 METHODLOGY 18
3.1 Research approach 18
3.2 Study design 18
3.3 Study site and study population 18
3.4 Sampling technique 19
3.5 Sampling frame 19
3.6 Sampling size 19
3.7 Data collection instruments 20
3.7.1 Primary Data 20
3.7.2 Secondary Data 20

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 3.8 Data analysis 20
3.9 Ethical issues 20
4 REFRENCE LINKS 22
5 SEMI STRUCTURED INTERVIEW GUIDE 25
5.1 SECTION A 25
5.2 BACKGROUND 25
5.3 SECTION B 25
5.4 SECTION C 25
5.5 SECTION D 26

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 CHAPTER ONE

1 INTRODUCTION
This thesis proposal seeks to discuss the role of project management in promoting so-
cial co-operate responsibility in Lusaka province, Zambia in the construction industry.
The key sectors in the Zambian construction market are commercial construction, in-
dustrial construction, infrastructure construction, energy and utilities construction, insti-
tutional construction, and residential construction.

The Ndola Oil Refinery and Oil Pipeline, Kafue Gorge Lower Hydro Power Plant
750MW, Lusaka to Ndola Dual Carriageway, Kansanshi S3 Expansion, Ndola Cement
Plant, and The Kalulushi Smart City are the major construction projects in Zambia. In
terms of value, the Ndola Oil Refinery and Oil Pipeline project is in the forefront.

However, with backing from investments in the mining, industrial, electrical, and trans-
portation infrastructure sectors, the Zambian construction industry is anticipated to start
improving in 2024. The government stated that it will undertake policies to encourage in-
vestments and expansion in important economic sectors, including as mining, manufac-
turing, energy, and tourism, as part of the 2023–25 Medium Term Budget Plan. The
government will likewise move toward renewable energy over the next three years, con-
centrating on increasing solar and geo-thermal electricity (Rionda, Z. L. 2002). In order
to fill infrastructure gaps and relieve pressure on the Treasury, it also plans to increase
Public Private Partnership (PPP) for infrastructure development. As a result, a forecast
of how these investments in the construction industry will affect the environment and the
role that project management plays in cooperative social responsibility as a strategy to
lessen the negative externalities caused by the construction center in Zambia will be
created.

1.1 Background
The market interest for development administrations can be utilized to dissect the devel -
opment area. How much providers and purchasers, the evaluating structures, the effort-
lessness of passage and leave, the volume of data stream (or imbalances), and differ-
4
ent factors all assume a part in how the business is coordinated (modern association fo -
cal point).

Scientist interest in project manageability the board in emerging nations has endured.
The people group and the public authority confronted various difficulties because of the
ventures; by and by, reasonable improvement is currently viewed as an answer for the
issue and a method for accomplishing manageability. Eventually, Zambia has not been
a special case for the fostering scene's speed increase of the coordination of supporta-
bility into projects. Social obligation works with the administration of manageability in
drives.

The undertaking associations deliberately utilize an assortment of maintainability ways

to deal with gain from social obligation and deal with its difficulties. Understanding the
part friendly obligation plays in accomplishing manageability is likewise fundamental.
Throughout the course of recent years, there has been an expansion in interest in Cor -
porate Social Obligation (CSR) research in both business and the scholarly community.
One field of study investigated the impacts of CSR and much of the time checked out at
the association among CSR and business execution. The discoveries, nonetheless,
have been blended, for certain examinations showing an absence of connection among
CSR and business achievement, while others have shown a good correspond, regard-
less more have tracked down a negative relationship.

There are currently more CSR studies accessible. Regardless of the development of
CSR research, there is still no settled upon meaning of CSR, which brings about vague
use of the term. The disarray, as Fischer would see it, results from the way that CSR
has been concentrated on in different scholastic fields. The Commission of the Euro -
pean People group, refered to in Dahlsrud, portrayed CSR as "the idea by which organi-
zations coordinate their social and natural worries in their business tasks and in their co-
operation with their partner on a deliberate premise" (2001). This expression is utilized
in this exploration since it conceptualizes CSR plainly and is by and large perceived by
different scholastics. In view of this, the accompanying review expects to investigate the
capability of task the executives in cultivating corporate social obligation: A Relative In-
vestigation of the Best Strategies in Zambia's Development Area. As well as portraying

5
the organization's commitment to social and ecological difficulties, the meaning of CSR
likewise thinks about three different variables: monetary, partners, and willfulness.

1.2 Statement of the Problem

The National Council for Construction report (2004) states that Zambia's development
and economic growth depend heavily on the construction industry. Zambia's construc-
tion industry, however, nevertheless faces the same difficulties that other nations do in
terms of completing projects within the deadlines specified in the contracts and the ef-
fects that the project would have on the surrounding area. In Zambia today, it's all too
typical to witness businesses harming communities in an effort to expand their
economies through various initiatives. The perception of a pressing market opportunity
paired with the world-disconnectedness of professionals, from the executive suite to the
project manager.Due to this indifference, there has been a lack of accountability to the
communities affected by industrial initiatives, and the resulting issues have gone unre-
solved. It doesn't help that business and market leadership curricula haven't been able
to adequately incorporate social responsibility and ethics.

Creating their business value is the primary objective of every corporation in the globe.
Regardless of the business, Projects have recently come to be recognized as an effec -
tive approach to generate this value through enhanced managerial procedures. Zambia,
a developing nation, carries out several construction projects to close the gap between
the development policies outlined in various ministerial strategic plans and the realiza-
tion of economic value, as is typical for developing nations.

1.3 General objective

To survey the degree to which project the board rehearses in the development business
consolidate social and natural contemplations in Zambia.

1.3.1 Specific objectives

1.To decide how project the executives contributes towards the advancement of
corporate social and ecological obligation in the development business in Zam-
bia.

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 2.To lay out difficulties experienced by modern organizations in advancing social
and ecological obligation in Zambia.

3.To lay out methodologies that could be applied to propel the development of
modern tasks that think about friendly and natural obligation in Zambia.

1.4 Research questions

1. How does project management contribute to promoting corporate social respon-
sibility in the construction industry in Zambia?
2. What challenges are experienced by the industrial sector in promoting social and
environmental responsibility in Zambia?
3. What strategies can be applied to advance the construction of industrial projects
that take into consideration social and environmental responsibility in Zambia?

1.5 Significance of the study

In Zambia, the vision 2030 articulates how Zambians see their future; becoming a
strong dynamic and middle-income country, it has embarked on a number of construc-
tion projects, focusing mainly on roads, buildings and bridges. This strong economic sit-
uation can be achieved through carrying out sustaining projects through infrastructure.
Growth in any country and in organisations happens because of projects as stated by
the PMI’s pulse of the profession study (2015).

Furthermore it is presumed that findings of the study will benefit project managers, par -
ticipants and stakeholders who are currently missing strategies for successful imple-
mentation of projects as well as researchers. Project monitoring and evaluation organi-
sations will also enhance their capacities by adopting and operationalizing developed
strategies. The framework will provide the project managers with a checklist against
which they will base their decisions.

Despite the fact that these construction projects exist in abundance in the country to
help achieve government’s strategic objectives, it has been noted that they are often
poorly managed. It is noted that when a project management approach is rooted into an
organization’s culture, performance and competitive advantage improves according to

7
PMI’s pulse study (2015). This research is vital for the ministry of commerce and local
government and housing , it provides reach insight on how projects can be implemented
with social cooperate responsibility being the center of attention to caution the impact of
projects on social and economic development of Zambia at large.

1.6 Scope of the study

The act of venture the board is utilized broadly across various organizations, in addition
to the development area. The focal point of this study will be on Zambia's development
industry, with an inclination for the structure and street areas. To more readily fathom
the capability of undertaking the board, an example of 30 tasks finished somewhere in
the range of 2012 and 2022 will be taken.

1.6.1 Summary of chapter one

Part one is concentrate on foundation. It presents the concentrate by giving its experi-
ence. Shrouded likewise in this section are proclamation of an issue, objectives, degree,
and defense of examination, suspicions, Design of proposition and rundown of part.

CHAPTER TWO

8
2 LITERATURE REVIEW

2.1 Introduction
This section provides a general overview of the development of the construction indus-
try in Zambia, discusses how project management supports the sector's efforts to pro-
mote social responsibility in business, explores the challenges the industrial sector
faces in doing so, and explores techniques for advancing the creation of industrial
projects that take social and environmental responsibility into account in Zambia.

2.2 Project Management

Perceiving the current work and the venture supervisor is the most important phase in
figuring out project the board. The 2017 release of the PMBOK Guide states on page 4
that "an undertaking is a momentary task that is resolved to deliver an item that is novel
help, or result." Ventures regularly start when there is a critical or testing trouble that
must be settled. "A venture association is then made because of the prerequisite for an
intentional hierarchical exertion and a significant level coordination" (Sd erlund, 2004:p)
to finish a scope of undertakings.

Perceiving the current work and the venture supervisor is the most important phase in
figuring out project the board. The 2017 release of the PMBOK Guide states on page 4
that "an undertaking is a momentary task that is resolved to deliver an item that is novel
help, or result." Ventures regularly start when there is a critical or testing trouble that
must be settled. "A venture association is then made because of the necessity for an in -
tentional hierarchical exertion and a significant level coordination" (Sd erlund, 2004:p) to
finish a scope of undertakings.

2.3 Co-operate social responsibility.

Zambia’s population was projected at 16.4 million inhabitants in 2017 (CSO 2013). The
country covers a land area of 752,618 km2 (World Bank 2018b), meaning a fairly low
population density of 22 persons per km2 compared with an average density of 44 per-
sons per km2 in sub-Saharan Africa. The urban population is estimated at 42 per cent
of the total population, with the rest (58 per cent) residing in rural areas. Outside the na -
tional parks, game reserves, Game Management Areas (GMA), and forest reserves,

9
most rural and urban spaces in the country are occupied by human inhabitants, al-
though some districts are very sparsely populated, with extremely low densities for ex-
ample in Mulobezi in Western Province, with 3.0 persons per km2, Luano in Central
Province (3.6), Mufumbwe, North-Western (3.8), Ngabwe, Central (4.0), Kasempa,
North-Western (4.1), and Sesheke, Western (4.3) (Brinkhoff 2018). These human settle-
ment patterns in rural areas add to considerable pressure on the authorities to expand
Zambia’s public-sector infrastructure development agenda to cater for the rural areas.
This is because even the most sparsely populated areas are entitled to physical infra-
structure (roads, electricity, infrastructure, schools, health facilities, water and sanitation,
etc.

To date, Zambia’s political commitment to development through infrastructure expan-

sion has remained consistently strong, particularly during the period 2013–17. The
country’s nominal expenditure on non-financial assets (NFAs) (or capital spending on
physical assets) grew from ZMK2.5 billion in 2010 to a peak of ZMK12.8 billion in 2015
before slowing down somewhat to ZMK8.3 billion in 2017 (Figure 18.1, Panel (a)). Con-
currently, the share of NFA expenditure increased from 17 per cent of total budget ex -
penditure in 2010 to a high of 25 per cent in 2015 (the year before the general elections
of 2016), but declined to a period low of 14 per cent in 2017 (a year after the elections).

A few studies that have previously been conducted on CSR practices in Zambia focus
mainly on mining companies. These studies show that the most common CSR activity in
Zambia is community involvement. For example, Lungu and Shikwe observed that CSR
in Zambia is more social and philanthropic in nature and CSR is viewed as a way of
supporting the local community. Similarly, Mayondi reported that CSR in mining firms is
mostly focused on community development activities such as building of schools, roads,
providing jobs and offering micro-credit loan to people in the local community. There is
however one study that focuses on sustainable opportunity identification (opportunities
to engage in sustainable behaviour such as CSR) by SMEs in Zambia and another
study on CSR motivations in Zambian SMEs. Choongo et al. established that altruism
towards others was the main reason why entrepreneurs identify sustainable opportuni-
ties.

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The nature of sustainable opportunities investigated in this study included opportunities
related to the social environment (Such as care for employees, supporting community
activities) and natural environment (Such as recycling, water and energy saving). Fur-
thermore, Choongo et al. [20] reported that internal motivations (financial motivation and
moral and ethical motivation) are the reasons why SMEs adopt community-CSR and
environmental-CSR practices in Zambia. In addition, the identification of sustainable op -
portunities also positively influences the adoption of community-CSR practices. External
motivation appears to play no role at all for any form of CSR engagements. However,
these two studies did not consider the impact of CSR activities on firm performance.

2.4 Challenges experienced by the industrial sector in promoting social and en-
vironmental responsibility.
Weak institutional support and commitment in the industry is also a challenge which can
serve as a significant constraint to construction services supply. Weak institutional com-
mitment is clearly demonstrated in that, in March 2017, the (International) Board of Con -
struction Sector Transparency (Cost) initiative informed Zambia’s Ministry of Housing
and Infrastructure of its decision to revoke the membership of COST Zambia, an inter-
national country-centered (public and private sectors and civil society) multi-stakeholder
initiative designed to promote transparency and accountability in construction.

This was because over an extended period COST Zambia had not demonstrated
progress towards implementing COST standards. Thus, although the country was
among the eight where COST was successfully piloted between 2008 and 2011, by
2015 it had been declared ‘inactive’, having failed to make meaningful progress for an
extended period. COST Zambia was given a further six months to get itself ‘reactivated’
through appropriate policy reform and compliance measures. With no high-level com-
mitment or movement from the responsible institutions, the timeline and all subsequent
timelines lapsed, forcing the board to take its March 2017 decision. The risk is high that
weaknesses in transparency, accountability, and good governance will continue to ob-
tain, making room for vices like corruption and rent-seeking.

In some instances, the room for corruption is created by the over-design and over-spec-
ification of construction projects at inception. Anecdotal evidence on road construction

11
costs in Zambia compared to Kenya is a first-line indication of the possibility of over-de-
sign and over-specification related to corruption and rent-seeking. On average, road
construction costs in Zambia were around US$1.6 million per km, which, on the face of
it, was not very different from the average in Kenya ($1.5 million per km). However,
once it is observed that the road projects selected in the Kenyan case were all relatively
more complex urban road engagements with an average road length of 20 km, we read -
ily notice than the Zambian case, with a fairly large number of long truck road projects
(of 120 km length on average), has some seemingly overpriced roads. In particularly,
many experts and observers have aired suspicions that the Lusaka–Ndola dual car-
riageway construction project (commissioned in late 2017) and the Chikwa road con-
struction project (of 2018), worth an estimated US$3.3 million and US$3.1 million per
km respectively, were grossly over-specified and thus overpriced. Saasa (2018) pro-
vides evidence lending support to these suspicions.

Milton Friedman, a notable critic, observed that CSR might ultimately pit corporate goals
against social goals. “There is one and only one social responsibility of business—to
use its resources and engage in activities designed to increase its profits so long as it
stays within the rules of the game, which is to say, engages in open and free competi-
tion without deception or fraud” (Friedman, 1970). In his view, CSR creates impedi-
ments in the running of business and can make for confusion about the true goals of the
firm. With growth in the complexity of business and concerns about sustainability, there
may be conflict between the enhancement of a company's long-term profitability and its
contribution to the public good. The situation is often exacerbated by the apparent lack
of rewards in following a CSR strategy. For example, Wal-Mart is rewarded by the mar-
ket for cutting costs; Costco, which offers better insurance and benefits to its workers, is
penalized by the market for not cutting costs as well, and therefore not being as prof -
itable as Wal-Mart.

More recently, championing an active role for government, Robert Reich argued in his
book “Super capitalism” that companies who don't embrace the principles of Corporate
Social Responsibility are neither brutally insensitive nor ruthlessly greedy. “They're do-
ing what they're supposed to do, according to the current rules of the game giving their

12
customers good deals and thereby maximizing the returns to their investors” (Reich, p.
12). Just as games require rules to define fair play, the economy relies on government
to set the economic ground rules. If government wanted to change the way Wal-Mart
does business, it would change the current rules making it easier for employees to
unionize, to get health insurance and pensions, and to grant a living wage. He posits
that CSR is undermining democracy by giving companies an excuse to indulge in super-
ficial social work and diverting government from taking action to address real and press -
ing social concerns.

One major problem is that CSR simplifies some rather complex arguments and fails to
acknowledge that ultimately trade-offs must be made between the financial health of the
company and ethical outcomes. And when they are made, profit frequently wins over
principles (Doane, 2005). In her book “The High-Purpose Company,” Christine Arena
uses wide-ranging research to show that a corporation does not have to choose be-
tween being socially responsible and making a profit. By studying public records, news
articles and company issued reports, and by interviewing stakeholders comprising em-
ployees, executives, consumers, watchdog groups and industry experts, Arena's team
found that contributing to the greater good is more than just a marketing tool it is a mar -
ket opportunity (Arena, 2006).

These results show that the absence of instant rewards in the form of profits should not
be a justification for abstaining from CSR. Rather, if a company chooses a comprehen -
sive strategy that capitalizes on CSR, then it not only minimizes a possible clash be-
tween corporate and social goals, but also is able to exploit market opportunities that
eventually bring in clear gains and rewards.

Several previous studies tried to establish identical characteristics of public construction

projects which cause failure of the project and classified these into Critical failure factors
(CFFs) or Challenges(Alsolaiman,2014; Amade et al, 2012). The grouping has been
based on which element(s) is /are more prominent in the type of the project and at dif-
ferent stages of the project (Ibid)). Alsolaiman (2014) categorized challenges into four
groups, that is, (1) management problems, (2) financial problems, (3) technical Prob-

13
lems and (4) political problems. Amade et al. (2012) categorized them as (1) financial
problems, (2) environmental factors and (3) participants’ problems.

The review showed that there were no consensus on classification of challenges en-
countered at implementation stage of public construction projects, although the com-
monality indicates that they could safely be classified into six categories namely project
design and planning, project management, procurement related, project participants, fi-
nancial related and environmental challenges. Grouping them was found necessary for
easy handling of the huge numbers of challenges in literature. For this study adopted
was the proposed classification into 6 main grouping of challenges namely: design and
planning, project management, procurement, Project participants’, financial and environ-
ment related challenges.

2.5 Strategies that can be applied to advance the construction of industrial

projects that take into consideration social and environmental responsibility.
As indicated by BSI Worldwide, London Carroll, A. B. (1991) he makes sense of in his
article entitled that accomplished task chief acquires discipline risk appraisal and relief,
which can be pulled together to distinguish social dangers that could slip by everyone's
notice by the top authority. For instance, businesses may claim that they operate in ac-
cordance with the laws of the countries in which they operate rather than adhering to
established standards of conduct in developing nations. The project manager should
have unique visibility into this disconnect and be able to escalate differences between
what the law requires as minimums and what is appropriate for the community before
they become a problem for the company's operations or reputation.

Therefore, this article from BSI Global, London by Carroll, A. B. (1991) opens the door
to the realization that the project manager is responsible for ensuring that these issues
are raised appropriately in project execution. It is essential not to assume that company
executives are aware of the social ramifications of a project. A project manager's data
can help him or her make bold decisions, develop ethical business practices beyond
what the law requires, and determine the extent to which project management can posi-
tively contribute to cooperative social responsibility.

14
Additionally, Levi Strauss and Company strictly enforces its anti-underage worker pol-
icy. However, executives in the United States did not demand that the workers be fired
or shut down the factories when they discovered that two factories in Bangladesh had
workers under the age of 15. Instead, the field project managers investigated the issue
and discovered that families in Bangladesh rely on income from child laborers to sur-
vive. As a result, they contributed to the creative solution. The factory had to pay for the
education of the already employed workers, sending them to a nearby school or even
hiring a teacher for the child workers if there were no nearby schools. Like that, the or -
ganization could guarantee the kids were getting legitimate training, while not driving
families into neediness. In the end, such actions set an example for other factories in
the area (Arena, 2006, p. 123).

Carroll, A. B. (1991), in his article from BSI Global, London, poses the question, "How
can the project manager evaluate CSR risk?" By probability and impact, he or she can
rank social issues in the same way that they rank all other project risks. How likely is it
that this project will lead to an ethical, environmental, or social problem? What might
happen, not only to the project but also to the community and society as a whole? Risk
can be reduced and societal benefit promoted by incorporating these considerations
into project planning and execution.

Moreover, as per BSI Worldwide, London Carroll, A. B. (1991), project chiefs have the
ability to convince their associations to act in a socially dependable way locally in asso-
ciation with issues like provider relations, ecological protection, and regard for human
and work privileges. Projects that work together with the neighborhood have the poten -
tial to forge lasting bonds based on kindness, respect, and mutual benefit. However, in
order for this to work, the company must actively participate in the community by regu -
larly interacting with residents and learning about their needs. Before embarking on the
path to social responsibility, project managers should first determine where their organi-
zations stand with regard to CSR.

The project manager can specifically investigate how social responsibility affects the
projects that he or she is currently working on, whereas executive management might
come up with a comprehensive plan that integrates CSR strategy with business strat-

15
egy. The likely effects on the business, the community, and society as a whole will also
play a role in determining whether or not a particular initiative is desirable. This is be -
cause of its connection to the project.

Because incorporating CSR into a business involves more than just carrying out
projects, the next task is to develop a communication strategy before tackling social ac-
tion. By demonstrating the necessary risk mitigation and clearly outlining the reasoning
behind the proposed course of action, it will be crucial to gain the support of the organi -
zation's senior managers and influencers. To effectively monitor any CSR activity, man-
agement must ensure that metrics and key performance indicators are in place.

2.6 Theoretical frame work

Stakeholder theory has been variously described as “the new story of business” (Free-
man 2018), “essentially contested” (Miles 2011) and “unbridled socialism” (Friedman
1970). Despite much debate since its launch into the academic mainstream of business
and society studies in the 1980s, the stakeholder concept is still contested and multiple
interpretations and versions of the theory coexist. Ever since its introduction into the
strategic management literature by Freeman (1984), stakeholder theorists have argued
the importance of taking into account the interests of all legitimate stakeholders. By
stressing the inherent “joint-ness” of corporate value creation, advocates of the theory
aim to facilitate a new perspective on the firm which takes into consideration the various
groups on which corporations depend for their continued survival.

The stakeholder theory was developed from four lines of organization management re-
search: strategic organizational planning, systems theory, corporate social responsibility
and organizational theory. Strand and Freeman (2015) explores the development of the
stakeholder idea, specifically the Scandinavian contribution to early theory develop-
ment. The term stakeholder (direct translation of the Swedish term “intressent”) was first
used by Rehnman in his 1964 book “Företagsdemokratioch Företagsorganisation”.
Along with other innovations, the book included the first published stakeholder map and
identified many key concepts in stakeholder thinking, including 1) jointness of interests,
2) cooperative strategic posture and 3) rejection of a narrow economic view of the firm.

16
One of the first and most important definitions of stakeholders was supplied by Free-
man's Strategic Management: A Stakeholder Approach (1984), along with Rehnman's
contributions. According to the book, organizations rely on and must take into account
"any group or individual who can affect or is affected by the achievement of the organi -
zation's objectives." The recognition and description of many interest groups, including
as employees, clients and customers, suppliers, shareholders, local communities, etc.,
were among its most significant contributions. Definitions that limited the range of
prospective stakeholders subsequently resulted from the participation of so many di-
verse parties in the managerial decision-making process.

Based on the stake holder theory bases its understanding that ethical business prac -
tices must incorporate the notion that stakeholders are ends rather than means. All cor-
porate value creation activity depend on the willing participation of stakeholders to en -
hance materials into products or services (Freeman et al. 2020). In renouncing the “nar -
row economic” view of business, stakeholder theorists reject the “separation thesis” said
to be implicit in shareholders conceptions of the firm. The partitioning of ethics and busi -
ness, i.e. the separation of the human and social needs of stakeholders from value cre-
ation activity is argued to be misguided both from an instrumental and normative per-
spective (Freeman 1999). Strand and Freeman (2015 p. 67) claim that such a separa-
tion mistakenly juxtaposes profitability and stakeholder concerns, arguing instead that
“long-term profitability is a byproduct of a well-run company that effectively engages
with its stakeholders”.

In addition to the aforementioned, distributive justice and fairness are seen by many re-
searchers as crucial elements of the theory. There isn't a single stakeholder perspec-
tive, despite attempts to reach agreement on the creation of social welfare (Jones and
Wicks 1999; Freeman 1999). Traditional financial metrics do not fully reflect business
performance, according to the idea of consideration for all rightful stakeholders (Jones
and Wicks 1999). Theorists have expanded the scope of corporate activities to include,
for instance, just treatment of stakeholders by using ideas from ethics to construct theo -
ries (narratives) for articulating the roles and duties of the corporation.

17
Several normative cores for guiding such efforts have been proposed, including Kantian
capitalism, fairness, fair contracts, personal projects and feminism (Jones and Wicks
1999). Aspects of utilitarian thinking has been endorsed by some theorists for the maxi-
mization of social welfare for all stakeholders, however aggregate utility maximization is
rejected by stakeholder advocates of Kantian capitalism. Some stakeholder theorists
have argued that moral behavior does not need to be justified in terms of instrumentality
(Jones 1995).

2.7 Conceptual Framework

According to Carvalho and Rabechini's (2017) proposal, the concept of social responsi-
bility in infrastructure projects could be divided into three categories. The commitment of
stakeholders, health and safety standards, and social responsibility standards are some
of these dimensions.

According to Khan et al. (2013), the project success comprises five dimensions: Project
effectiveness, Impact on customers, Impact on teams, Business Success, and Future
planning.

In this study, project success is measured for its connection with PM social responsibil-
ity as can be seen from the pictorial illustration below.

Dependent variable
Independent variable

Project efficiency

18
 Impact on customers

Stake holder commitment

Project manage- Impact on teams

ment Social responsibility Project success
practices/
strategies.
Health and safety prin- Business success
ciples

Future preparations

2.8 Summary of Chapter Two

The challenges industrial companies face in promoting social and environmental re -
sponsibility in Zambia were discussed in Chapter 2, along with potential solutions that
could be used to advance the development of industrial projects that consider social
and environmental factors. This chapter also provided literature from various scholars
on project management.

19
 CHAPTER THREE

3 METHODLOGY
This chapter presents the research methodology, includes the area of the study, the, re -
search design, research approach, population, sample and sampling techniques, data
collection instruments, validity and reliability issues, ethical considerations, and data
analysis plan.

3.1 Research approach

This study employs a qualitative research methodology to explore and examine "Entre-
preneurial skills and sales performance: An assessment of the role of project manage-
ment in promotion of cooperative social responsibility among the construction industries
in the Lusaka province of Zambia." A successful urban upgrading process might result
in social or human difficulties, which can be understood, described, and understood by
some persons or groups of people through the use of qualitative research (Creswell,
2013).

3.2 Study design

In order to study the role of project management in fostering cooperative social respon -
sibility among the construction industries in the Lusaka province of Zambia, this study
adopts the descriptive survey design, which merely seeks to gather opinions from a
sample of the main population. Iortimah and Aligba (2011) define descriptive survey re-
search as the process of gathering and examining data from a small sample of individu-
als who are thought to be representative of the full population. The survey design was
chosen because it focuses primarily on discovering, outlining, and interpreting the ef-
fects that were present at the time of the study without modifying any of the study's in-
dependent variables.

3.3 Study site and study population

Population, as defined by Eriba, J. (2006), is a collective of individuals who share traits
with the entire group. According to Cooper (1989), the target population must include

20
every participant, person, or group that is anticipated to be represented in the study.
130 construction campaigns will be the subject matter of this study's population.

3.4 Sampling Technique

Purposive sampling will be used to select the study's participants. Purposive sampling,
sometimes referred to as judgmental, selective, or subjective sampling, is a non-proba -
bility sampling technique in which researchers pick members of the general population
to take part in their surveys based on their own judgment: Purposive sampling, a non-
probabilistic, non-experimental sampling technique, will be used in this investigation.

3.5 Sampling frame

Study According to O'Sullivan et al. (2010), there are two types of sampling: probability
sampling and non-probability sampling. According to Burns and Grove (2003), the popu-
lation includes all the respondents who meet the requirements for inclusion in the study.
Sampling is the process of selecting a representative sample from the target population
for analysis (Creswell, 2014). Eligibility criteria are described as "a list of characteristics
that are required for the membership in the target population" by Burns and Grove
(2003:p. 234). The qualifications for inclusion in this study will be based on project man-
agers working in project management at a construction company, having completed a
project management education program, and managing projects for at least five years.
Site managers, project managers, superintendents, and project directors were all in-
cluded. The method of determining the respondents from the population was therefore
subjective.

3.6 Sampling size

A sample is a tiny section of a population that is chosen from the study population, ac -
cording to Best and Khan (1998). Thirty people in the infrastructure building industry
make up the study's sample size. The subject of research that is now being developed
determines that 30 study participants with qualitative data give an 85% probability of
generalizing to all respondents. The ability to obtain data saturation is crucial in deciding
on the quantity of interview participants. Francis et al. (2010) assert that data saturation
occurs when no fresh concepts or themes emerge. According to Marshall et al. (2013),

21
qualitative investigations place more emphasis on the information's quality than they do
on gathering the massive amounts of data that quantitative research require.

3.7 Data collection instruments

To efficiently and successfully gather the information required for this investigation. An
exclusive, in-depth interview with carefully chosen key informants utilizing an interview
guide will be the primary strategy for collecting primary data. The interview will be con -
ducted in an unstructured manner so that the researcher is not limited by the interview
guide's suggested questions. A focus group discussion will be allowed when appropri-
ate.

3.7.1 Primary Data

In contrast to secondary data, which is information that has been interpreted or
recorded through written sources, primary data, in Waliman's (2011) definition, is infor-
mation that has been observed, experienced, or documented. These tools, in the opin-
ion of the researcher, are successful in evoking the desired response. As a result, an in-
terview guide will be primarily used to gather and collect primary data. To gather pri-
mary information, a one-on-one exclusive in-depth interview with purposefully selected
key informants was used. The interviews will include both planned and unstructured
questions, giving the researcher the chance to conduct them and the freedom to elicit
additional information as needed by asking questions not covered in the interview guide.

3.7.2 Secondary Data

On the other hand, secondary data will be acquired by a methodical evaluation of sec -
ondary data items related to the study topic, such as journals, academic papers, and
publications that have undergone scientific validation.

3.8 Data analysis

Data that will be gathered from the key informants will be manually analyzed, which en-
tails sorting the data into major themes with the aid of the researcher's analytical data
interpretation skills using software such as Excel. After the data has been grouped into
themes, it will then be manually compared and contrasted.

22
3.9 Ethical issues
With the participants' willing and aware consent, primary data or information will be
gathered. According to the concept of informed consent, respondents or participants will
consent to being interviewed after being informed of the type of information the re -
searcher is seeking from them, the purpose for which they are seeking the information,
and how it will be utilized. As a result, consent will be freely given and free from coer-
cion. The information that will be gathered from the respondents will be kept private so
that no one other than the researcher will see it.

23
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5 SEMI STRUCTURED INTERVIEW GUIDE

5.1 SECTION A
5.2 BACKGROUND
1. Indicate position in organization (tick):

Senior Manager Middle Manager Other:.........................

2. Indicate what role; your organization playing public sector construction projects, from
among the given categories below.

5.3 SECTION B
1. Doss project management contribute to promoting corporate social responsibility in the
construction industry in Zambia?
Yes No

2. If yes to question 1 on section B above, how does project management contribute to pro-
moting corporate social responsibility in the construction industry in Zambia?
................................................................................................................................................
................................................................................................................................................
...................................................................................................

5.4 SECTION C
1. Are there any challenges are experienced by the industrial sector in promoting social and
environmental responsibility in Zambia?
Yes No

27
 2. If yes to Q1 above, what challenges are experienced by the industrial sector in promoting
social and environmental responsibility in Zambia?

3. Are there any project design related challenges in considering social and environmental
issues?

Yes No

4. If yes would you kindly mention them?

............................................................................................................................................................
............................................................................................................................

5.5 SECTION D
1. What strategies can be applied to advance the construction of industrial projects that take
into consideration social and environmental responsibility in Zambia?

............................................................................................................................................................
............................................................................................................................

28
FOCUS GROUP DISCUSION

1.How does project the board add to advancing corporate social obligation in the development
business in Zambia?

2.What difficulties are capable by the modern area in advancing social and natural obligation in
Zambia?

3.What procedures can be applied to propel the development of modern activities that think
about friendly and ecological obligation in Zambia?

29