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Project managers still face challenges with managing stakeholders. Using building information modelling (BIM) has further increased these challenges. Meanwhile, there is a paucity of research specifically focussing on the techniques which organisations are adopting to manage stakeholders within BIM-implemented projects and the associated benefits which they can reap. Thus, this paper aims to identify the key techniques, enablers and benefits of managing stakeholders within BIM-implemented projects.

An exploratory approach was adopted due to the paucity of the variables on the topic. In total, 23 semi-structured interviews were conducted in the UK through purposive and snowball sampling. The data was analysed using content analysis and the “NVivo 11 Pro” software.

Two key techniques and two enablers required to manage stakeholders within BIM-implemented projects were identified. Nine benefits of managing stakeholders were identified which split into interim and eventual benefits.

This paper provides a richer understanding of the enablers and techniques which organisations should focus on while strategising for minimum resistance from stakeholders in their BIM implemented projects.

This paper identifies the stakeholders engaged in inclusive employability management for employees whose health at work is impaired and examines how different mechanisms can be used to engage these stakeholders. The paper aims to explore the link between stakeholder engagement and inclusive employability management.

The empirical study uses a qualitative approach to mobilise a case study in a French public organisation. Data collection combines four sources: 50 individual interviews, informal dialogues, 39 days of observations and 43 documents.

The findings provide insights into the management of inclusive employability for vulnerable employees and reveal the multiplicity of stakeholders involved. Institutional, organisational and individual mechanisms are used to engage stakeholders in employability management for vulnerable employees. Furthermore, the implementation of inclusive structural and operational mechanisms promotes a policy that favours employability management. However, stakeholders are also faced with institutional, organisational and individual difficulties that limit their engagement.

The findings have the potential to inform organisational stakeholders – human resources management (HRM) and managerial stakeholders in particular – of the support needed for employability management. The findings emphasise the value of ensuring that employability management policies and practices promote the full integration of vulnerable employees.

The research fills an important gap in the HRM literature on managing employability for vulnerable employees. In doing so, the study makes a specific contribution to the literature on organisational inclusion with employability management. Our research contributes to extant knowledge of stakeholder engagement by including a bottom-up dimension to facilitate stakeholder engagement.

Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instill cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn toward restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholders affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects’ objectives.

This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the UK using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners.

The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst over 50 percent of the practitioners on the rankings of the CSFs.

The identified CSFs could be used by the restoration practitioners as a “road map” for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets.

Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects.

This paper investigates specific organizational capabilities related to stakeholder relationship capability and the effect of the latter on value creation.

The authors propose and test whether organizational capabilities related to knowledge, engagement, moral and adaptation are positively related to stakeholder relationship capability. The authors then test the effect of stakeholder relationship capability on the creation of greater value for stakeholders. The study tests the hypotheses with paneled data composed of a sample of 116 publicly traded companies in Brazil for a total of 275 observations taken over three years.

The findings show that there is a positive and significant relationship between knowledge, engagement, moral and adaptation capabilities and stakeholder relationship capability. Stakeholder relationship capability has been shown to have a positive and significant effect on greater value creation for stakeholders.

Analysis of the processes and practices that serve as the basis for each capability is meaningful for managerial practices, as it offers a more detailed understanding of the routines pertaining to each capability. Practical discussions on operational procedure levels are a meaningful and attainable way for managers to apply stakeholder theory.

The investigation of the specific capabilities enabling value creation between the company and its stakeholders contributes to the discussion of the connections between stakeholder theory and the resource-based view (RBV).

The purpose of this paper is to provide a framework for assisting individuals in organisations to understand how to engage their senior stakeholders.

The main method for the research is a descriptive case study to test the theories described in the paper. The approach to the topic is based on reflection of the experiences of the author and colleagues, tied in with theories developed by the research of individuals in the field of leadership and organisational strategy. The result is a framework to provide guidance to practitioners working in organisations and a new approach for researchers in organisational management and stakeholder engagement.

While there are many journals and books devoted to assisting management to lead and motivate staff and team members, there is an absence of research and thinking on how staff and team members may gain the attention and support of their managers. This paper addresses this gap. The problem has been expressed in terms of the experiences of the author and colleagues and has been received with interest by those individuals who have attended workshops and presentations given by the author on this topic.

The solutions proposed are based on the experiences and reflection of the author and colleagues. Additional research needs to be conducted to further support the conclusions drawn from the ideas in this paper.

Significant changes should be made in the thinking of staff and team members in their approach to acquiring and maintaining the support of their managers. The recommended approach is a structured process of stakeholder engagement based on building and maintaining robust relationships with important stakeholders leading to the development of timely, appropriate and effective communication.

The paper and the ideas expressed within it take a different approach to most of the published literature in that they seek to view organisational culture and practice from the perspective of staff or team members (followers) and how they might proceed to address issues that require management attention and support.

The purpose of this study is to examine how athletic fundraising managers perceive status and seek to use status to identify, prioritize and manage stakeholders within college athletics.

To test this purpose, the researchers use the Gioia methodology to interview 19 college athletic department fundraising officers within National Collegiate Athletics Association (NCAA) institutions. Following interviews, the data were analyzed by the researchers and structured within a first-order and second-order concept designation.

Interviews show that status is an effective concept for explaining how athletic fundraisers identify and prioritize donors. Officers relied on economic (capacity) and social (passion and interest) factors to rank order donors. The results also show that athletic departments use status to manage stakeholders by rewarding their giving and escalating their commitment. Status is used in four strategies to manage the donor hierarchy: benefits, recognition, membership and access. Each strategy highlighted exclusivity and rank order.

There is a need to empirically test the application of status within the stakeholder theory context. These findings also contribute to the evolution of stakeholder management beyond the use of social identity theory or stakeholder salience. It helps our understanding of the evolving relationship between fundraiser and donor by recognizing the importance of capacity, passion and interests when identifying and prioritizing donors. Further, status-markers such as exclusive benefits, recognition, membership and access can be used to manage donors toward the organization's goals.

This chapter suggests that there are at least five main challenges to the development of stakeholder theory as it currently stands. We need more research on understanding what counts as the total performance of a business; accounting for stakeholders rather than accounting only for investors; explaining real stakeholder behavior; formulating smart public policy given stakeholder theory; and rethinking the basics of ethical theory. The chapter explains the issues involved in each challenge and suggests ways to meet the challenge. It is a preliminary report of research in progress as well as a blueprint for how others may join the conversation to develop a more useful stakeholder theory.

The purpose of this paper is to examine which stakeholder values are created by a well-performing network-structured university-industry collaboration (UIC). These results should provide initial conclusions for the design of UICs with the aim to overcome critical barriers to effective technology transfer.

The research is designed as a comprehensive single case study and follows a qualitative approach in order to obtain a deep understanding of the various stakeholder values created by Austrian Center of Competence in Mechatronics (ACCM), a unique, well-performing UIC-network.

The results show that on the one hand ACCM provides stakeholder values that are largely common for UICs or networks (access to resources and industry problems, funding, know-how dialogue, solution of practical problems, etc.). On the other hand ACCM offers very special values which are often realized in UICs to a low degree only. The study indicates that by the special construct of ACCM, with its deep value added chain, the common problem of converting basic research results into industrial solutions can be managed.

The research shows that the ACCM construct of a network-structured UIC has many benefits for the stakeholders and offers a new way to overcome critical barriers to effective technology transfer.

Given the absence of fundamental work in this area, the study is significant both academically as well as practically in terms of effective technology transfer in network-structured UICs and their values for various stakeholders.

Accelerating the influences of external stakeholders in any construction project is inevitable. Studies on external stakeholder influence on construction projects and literature on external stakeholder management in irrigation infrastructure projects executed with donor funds are scarce. Thus, this study aimed to investigate how to manage the external stakeholders' influence on donor-funded irrigation infrastructure projects effectively.

A mixed approach consisting of 17 semi-structured interviews and two rounds of questionnaire surveys was adopted to rank the following: the types of external stakeholders who can significantly influence irrigation infrastructure projects, significant influencing strategies used by those stakeholders, and significant strategies that can be adopted to manage external stakeholder influence on the projects.

In total, 12 of external stakeholders who can significantly influence irrigation infrastructure projects were identified; 17 significant influencing strategies used by external project stakeholders and 22 significant strategies used to manage external stakeholder influence on the projects were identified. The influencing/management strategies specific to each external stakeholder type and those that are common to all external stakeholder types were identified separately. The grievance redress mechanism should be activated for managing external stakeholder influence on donor-funded irrigation infrastructure projects.

This study contributes to theory by identifying significant strategies that can be used to manage external stakeholder influence on donor-funded irrigation infrastructure projects during the planning and design stages. The study will help project teams to handle external stakeholder influence on the projects successfully, accomplish project objectives, and make maximum utilization of the donor funds received.

In this chapter, we explain why firms selectively responding to the most powerful, legitimate, and urgent demands of their stakeholders will not bring about sustainability and offer suggestions on what we should do in light of this shortcoming. Sustainability issues tend to be wicked problems that require cooperation across parties and over time to define and resolve. Stakeholder pressures can bring sustainability to the fore, but government intervention is necessary to drive meaningful action to resolve such issues. Without government intervention, self-interested stakeholders can pressure firms to move away from the complex, long-term challenges of wicked problems. Yet, stakeholder pressure is also necessary, as without it, industries may self-regulate in self-serving ways. Our analysis thus suggests that collaboration between business, government, and other stakeholders is necessary to resolve the wicked problems of sustainability. We therefore urge the stakeholder literature to move beyond its libertarian underpinnings by (re)incorporating government into models of effective corporate governance.