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Stakeholder influence strategies in construction projects

Tan Hai Dang Nguyen (School of Natural and Built Environment, University of South Australia, Adelaide, Australia)
Nicholas Chileshe (Natural and Built Environments Research Centre (NBERC), School of Natural and Built Environment, University of South Australia, Adelaide, Australia)
Raufdeen Rameezdeen (Natural and Built Environments Research Centre (NBERC), School of Natural and Built Environment, University of South Australia, Adelaide, Australia)
Anthony Wood (School of Natural and Built Environment, University of South Australia, Adelaide, Australia)

International Journal of Managing Projects in Business

ISSN: 1753-8378

Article publication date: 23 May 2019

Issue publication date: 16 January 2020

1617

Abstract

Purpose

The purpose of this paper is twofold: first, to investigate strategies that external stakeholders can employ to affect construction project outcomes and, second, to identify essential requirements for utilising each strategy.

Design/methodology/approach

A new theoretical framework of stakeholder influence strategies was proposed and applied. The research design is a multi-case study, comprising four cases in the construction industry in Vietnam.

Findings

Seven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building. When possessing project inputs, stakeholders can affect a project directly via a withholding or compromising strategy. Communication is available to those who have basic communicating skills; however, direct action is only employed by groups that include a large number of members. Objectors must have common interests or goals with their potential allies for using coalition building. Conflict escalation is restricted to communities having distinctive characteristics which can be used to create new problems sensibly, while credibility building is used by parties possessing adequate resources and expertise.

Research limitations/implications

This study’s generalisability may be limited by the main source of data and the types of projects in the selected cases.

Practical implications

This study provides directions for project managers to predict stakeholder influence by taking project inputs and utilisation requirements of the strategies into consideration.

Originality/value

This study is one of the first investigations on stakeholder-attributes-related requirements for utilising influence strategies in projects.

Keywords

Citation

Nguyen, T.H.D., Chileshe, N., Rameezdeen, R. and Wood, A. (2020), "Stakeholder influence strategies in construction projects", International Journal of Managing Projects in Business, Vol. 13 No. 1, pp. 47-65. https://doi.org/10.1108/IJMPB-05-2018-0093

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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