This case shares the experience of my journey to contextualize the issue of integrating corporate strategy in project strategy with regard to sustainable development. Both strategy and sustainable development are influenced by the context of the parent organization that initiates the project and the context where the project operates. Understandings of the two concepts are equally influenced by the context where the definitions are socially constructed. Context can often be overlooked or its impact minimized when conducting project management research. This happens in the search for simplicity and parsimony in our models, which have been the hallmark of quality research with the goal to generalize findings and build theory. However, the contextualization of research enables the researcher to unearth and consider the underlying complexity of the research phenomenon. I recognized the underlying presence of complexity in my research and therefore needed to develop a methodology that prioritized, revealed, and explained the project context. The choice of methodology to prioritize the research context was based in the constructivist paradigm. This case shares the experience of my doctoral research journey to contextualize the issue of integrating corporate strategy in project strategy with regard to sustainable development using the constructivist paradigm. The case presents three main challenges in the research journey: (1) choosing the right methodological fit; (2) selecting the research cases; and (3) conducting and building transactional learning with authenticity and viability.