How governmental stakeholders influence large projects: the case of nuclear power plant projects

Abstract

Purpose

The purpose of this paper is to increase understanding on stakeholder influence in large projects, using nuclear power plant projects and a governmental stakeholder that influences them as the empirical example. The authors focus on examining the means used by the stakeholder to influence the projects.

Design/methodology/approach

This paper adopts the descriptive single case study approach, using data from 18 semi‐structured interviews. The authors interviewed experts at a governmental stakeholder organization, but in order to gain insight from outside the governmental stakeholder, they also interviewed two other organizations: an energy company, and the highest administrative ministry in the nuclear industry.

Findings

The governmental stakeholder bases its influence on regulations and laws. This paper points out the distinct means that are used by the governmental stakeholder to influence nuclear projects: means that restrain, and also means that enable and advance projects. Both types of means are used at the same time. Enabling means include, among others, allowing projects and firms to contribute to the very same regulations that control the projects.

Originality/value

Much of the earlier research emphasizes government influence as negative to projects, but this paper shows an example of a stakeholder whose influence also includes aspects that are beneficial for projects. The governmental stakeholder can also be understood as a stakeholder that combines two stakes: its own legal stake, and society's moral stake. In carrying society's stake in projects, the governmental stakeholder acts as an intermediary.

Citation

Sallinen, L., Ruuska, I. and Ahola, T. (2013), "How governmental stakeholders influence large projects: the case of nuclear power plant projects", International Journal of Managing Projects in Business, Vol. 6 No. 1, pp. 51-68. https://doi.org/10.1108/17538371311291026