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Work from anywhere: remote stakeholder management and engagement

Nhu Quynh Tran (Construction Management Department, College of Technology, University of Houston, Houston, Texas, USA)
Lila Lenora Carden (Construction Management Department, College of Technology, University of Houston, Houston, Texas, USA)
Justin Zuopeng Zhang (Department of Management, Coggin College of Business, University of North Florida, Jacksonville, Florida, USA)

Personnel Review

ISSN: 0048-3486

Article publication date: 10 August 2022

Issue publication date: 13 December 2022




The 2019 coronavirus disease (COVID-19) pandemic has significantly disrupted the traditional ways for organizations to function, mandating their prompt adaptation and reaction to issues related to employees, operations, and communication. Therefore, the purpose of this research is to report on a total quality management (TQM) implementation as a sample motivational case to support the need for a new work from anywhere (WFA) stakeholder framework that can be used by other companies as they build, maintain, and continuously improve a WFA culture and environment for successful Quality 4.0 and COVID-19 initiatives.


Quality 4.0 that specifies an adaptive quality environment can help organizations quickly identify and respond to problems during the COVID-19 pandemic. Analyzing a Lean Six Sigma implementation through the lens of Quality 4.0 in a case study, the authors propose a new stakeholder engagement framework for companies to build, maintain, and continuously improve the culture and environment for facilitating social interactions.


The authors’ proposed framework consists of three major phases: (1) identify and plan stakeholder management, (2) manage stakeholder engagement, and (3) sustain stakeholder engagement. The first phase entails organizations supporting a culture of trust, engaging, and empowering stakeholders, identifying stakeholders, planning for stakeholder management, and inquiring about problems in the process. The second phase requires engaging stakeholders via participatory buy-in. The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans.

Practical implications

This study bears some valuable implications for practitioners. First, the stakeholder management process should be established upon a culture that promotes trust, engagement, and empowerment. Second, the authors identify tools that can assist in the execution of WFA activities. Third, the organizational team needs to actively manage the WFA stakeholders and then sustain the stakeholder relationships. Finally, the implementation of the framework herein can be supported and strengthened by tools and techniques that promote participation and buy-in from stakeholders to ensure the project team hears, trusts, and values their contributions.


This study contributes to the existing literature and provides practical guidance for managers to effectively manage the workforce and engage stakeholders.



Tran, N.Q., Carden, L.L. and Zhang, J.Z. (2022), "Work from anywhere: remote stakeholder management and engagement", Personnel Review, Vol. 51 No. 8, pp. 2021-2038.



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