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1 – 10 of over 67000Jurbe Joseph Molwus, Bilge Erdogan and Stephen Ogunlana
Stakeholder management plays a significant role in successfully delivering construction projects. However, being able to carry out effective stakeholder management in construction…
Abstract
Purpose
Stakeholder management plays a significant role in successfully delivering construction projects. However, being able to carry out effective stakeholder management in construction is contingent upon understanding the interrelationships among critical success factors (CSFs) for stakeholder management in construction and how they are related to project success (PS). This would enable the persons responsible for stakeholder management to know the logical process for addressing the CSFs in order to get stakeholder management right. The understanding of this relationship has not been addressed. The purpose of this paper is to investigate the interrelationships between the CSFs for stakeholder management and PS in construction.
Design/methodology/approach
From an extensive literature review, 23 CSFs for stakeholder management in construction were identified. A conceptual structural equation model (SEM) of the relationships between CSFs was developed (including measurement and structural models) using the groupings of the CSFs for stakeholder management in construction. A questionnaire survey was used to collect data from construction industry practitioners. The data so collected were analysed using SEM in analysis of moment structures (AMOS).
Findings
The SEM analysis of data collected resulted in the best fitting measurement model comprising 16 CSFs as indicators of four latent variables, namely, stakeholder characteristics and project characteristics (SCPC); stakeholder analysis (SA); stakeholder dynamics (SD); and stakeholder engagement/empowerment (SE). Furthermore, it was found that only SE has a direct positive impact on PS. The other three constructs SCPC, SA and understanding SD collectively impact on PS through the construct, SE.
Research limitations/implications
The research reported in this paper was carried out in the UK; hence, the findings may have portrayed the UK construction professionals’ opinion. However, the theoretical principles on which the research was based are general and similar research could be replicated in different countries whose construction procurement processes and industries are structured like those of the UK or otherwise.
Practical implications
The main contribution of this study to existing knowledge is an empirical evidence of the interrelationships among the CSFs for stakeholder management in construction through their latent variables which is portrayed in the best fitting structural model showing the relationships between the constructs of CSFs for stakeholder management and PS. This should serve as a guide to construction project management team or responsible professionals for undertaking stakeholder management in construction projects.
Originality/value
The paper contributes to theory by empirically identifying the interrelationships among the CSFs for stakeholder management linking to PS which will serve as a guide to construction professionals.
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Jin Xue, Geoffrey Qiping Shen, Xiaomei Deng, Adedayo Johnson Ogungbile and Xiaoling Chu
Relationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for…
Abstract
Purpose
Relationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for each stakeholder in dynamic and complex project environments are lacking. The purpose of this research is to propose an NK-network evolution model to evaluate stakeholder performance on relationship management in the development of megaprojects.
Design/methodology/approach
The model input includes the stakeholder-associated issues and stakeholders' relational strategies, the co-effects of which determine the internal effects of relationship management in megaprojects. The model processing simulates the stakeholder performance of relationship management under the dynamic and complex nature of megaprojects. The NK model shows the dynamic stakeholder interactions on relationship management, whereas the network model presents the complex stakeholder structures of the relationships between stakeholders and relevant issues. The model output is the evolution graph to reveal the weak stakeholder performance on relationship management in the timeline of the project duration.
Findings
The research finding reveals that all stakeholders experience the plunge of stakeholder performance of relationship management at the decision-making moment of the planning stage. Construction, environmental and pressure groups may experience the hardship of relationship management at the start of the construction stage. The government is likely to suffer difficulties in relationship management in the late construction stage. Local industry groups would face challenges in relationship management in the middle of the construction stage and handover stage.
Originality/value
The research provides a useful approach to measuring weak moments of relationship management for each stakeholder in various project phases, considering the dynamic and complex environments of megaprojects. The proposed model extends the current knowledge body on how to make project stakeholder analysis by modelling dynamic and complex environments of megaprojects, with bridging the knowledge domains of evolution modeling techniques and network methods.
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Joyce Bierbooms, Hans Van Oers, Jeroen Rijkers and Inge Bongers
Stakeholder management is not yet incorporated into the standard practice of most healthcare providers. The purpose of this paper is to assess the applicability of a comprehensive…
Abstract
Purpose
Stakeholder management is not yet incorporated into the standard practice of most healthcare providers. The purpose of this paper is to assess the applicability of a comprehensive model for stakeholder management in mental healthcare organization for more evidence-based (stakeholder) management.
Design/methodology/approach
The assessment was performed in two research parts: the steps described in the model were executed in a single case study at a mental healthcare organization in the Netherlands; and a process and effect evaluation was done to find the supporting and impeding factors with regard to the applicability of the model. Interviews were held with managers and directors to evaluate the effectiveness of the model with a view to stakeholder management.
Findings
The stakeholder analysis resulted in the identification of eight stakeholder groups. Different expectations were identified for each of these groups. The analysis on performance gaps revealed that stakeholders generally find the collaboration with a mental healthcare provider “sufficient.” Finally a prioritization showed that five stakeholder groups were seen as “definite” stakeholders by the organization.
Practical implications
The assessment of the model showed that it generated useful knowledge for more evidence-based (stakeholder) management. Adaptation of the model is needed to increase its feasibility in practice.
Originality/value
Provided that the model is properly adapted for the specific field, the analysis can provide more knowledge on stakeholders and can help integrate stakeholder management as a comprehensive process in policy planning.
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The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model…
Abstract
Purpose
The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model for successful LSS project management.
Design/methodology/approach
A two-phase methodology is used. Phase 1 establishes the literature to understand two key process improvement methodologies – Lean and Six Sigma and to derive synergies by their combination leading to success in banking and financial services. The literature also helps to recognize the importance of stakeholder management in LSS projects and to understand how it helps in accelerating change in organizations. Phase 2 of the methodology is based on the interviews conducted by 56 global LSS project managers. This is to understand the practical challenges faced by the LSS project managers in banking and financial services tying back to the existing literature.
Findings
The paper identifies the possible opportunities for structured stakeholder management across different phases of Define-Measure-Analyze-Improve-Control (DMAIC) project flow. The first of this kind, “Inform-Involve-Influence” model has been developed based on the understanding from literature and conclusions from the interviews conducted. The proposed model highlights the different set of stakeholders involved in LSS projects and their role in the project. The model also helps categorizing the stakeholders based on the DMAIC phases.
Research limitations/implications
The paper is limited to readymade use in banking and financial service environments for LSS projects. However the paper sets a platform for further research to customize the proposed model for other service industries.
Practical implications
The model proposed as part of the paper helps project managers to inform, involve and influence different set of stakeholders at different phases of the DMAIC flow. The model leaves an opportunity for further research and customization for other service industries outside the banking and financial services space like hospitality, government, heath care, etc. Benefits and limitations of the model were presented as part of the paper.
Originality/value
The paper is the original work contributed by the author. Both the survey findings and the model developed are author’s original contribution for both academicians and corporate professionals.
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Lilian M. de Menezes, Ana B. Escrig-Tena and Juan C. Bou-Llusar
As a Quality Management (QM) framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on…
Abstract
Purpose
As a Quality Management (QM) framework, the European Foundation for Quality Management (EFQM) Excellence Model has stakeholder management at its core. In EFQM (2012), based on which assessments were made until 2021, “creating a sustainable future” was a fundamental principle, but how it translated to a Sustainability Orientation and delivered to stakeholders remains questionable. This study aims to investigates the Sustainability Orientation within EFQM (2012) and its associations with Results for stakeholders.
Design/methodology/approach
Longitudinal assessments of recognized-for-excellence organizations by a partner of EFQM are considered. Using factor analysis, scores on the sub-criteria that defined “creating a sustainable future” are investigated, and a Sustainability Orientation is inferred. Panel regressions and structural equation modeling assess the correlations between Sustainability Orientation and Results. A qualitative analysis follows, where sustainability reports from role-models within this population are text mined to examine whether and how they reflected the guidance in EFQM (2012) concerning “creating a sustainable future”.
Findings
Direct and indirect positive associations between the Sustainability Orientation implied by EFQM (2012) and stakeholder-performance are confirmed. Yet, inferences from text mining of reported priorities of role-models of excellence illustrate that EFQM (2012) might have driven different strategies towards sustainability.
Originality/value
Despite conceptualizations that the EFQM model embeds a Sustainability Orientation, to the best of the researchers’ knowledge, its existence and likely impact remain to be examined. By combining longitudinal statistical analysis, structural equation models and text mining, consistent insights on the link between Sustainability Orientation and organizational performance are obtained.
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Diana Ominde, Edward G. Ochieng and Vincent O. Omwenga
The aim of this study was to appraise the delivery of information communication technology (ICT) projects and identify key determinants for stakeholder integration.
Abstract
Purpose
The aim of this study was to appraise the delivery of information communication technology (ICT) projects and identify key determinants for stakeholder integration.
Design/methodology/approach
Given that empirically, little was known about stakeholder integration in the ICT sector and its influence or effect on project delivery; qualitative method was used. Forty-seven semi-structured interviews were carried out to derive senior project practitioners and policymakers' constructs of stakeholder integration and infrastructure performance improvement of ICT projects. The verification and validation of the proposed assessment tool were achieved through the use of focus group discussion.
Findings
As established in this research study, there is a need for project delivery teams to evaluate the level of stakeholder integration, the formulation of a project business case, the project processes and issues of compliance and regulation in ICT projects. What is evident in the findings of the study is that the management model adopted for the stakeholders in the Kenyan ICT sector ought to make communication the fulcrum of their engagement.
Originality/value
The inferences made herein are critical in contributing to knowledge regarding the ICT infrastructure project management terrain in developing countries. There is evidence in the study to conclude that the concept of stakeholder management and integration has implications for the sustainability of ICT projects. One of the issues that predominantly featured in the research was the input of stakeholder integration in terms of project sustainability.
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Emmanuel Eyiah-Botwe, Clinton O. Aigbavboa and Wellington Didibhuku Thwala
Globally, inadequate resources, skills deficiency and poor infrastructure have necessitated public-private partnerships (PPPs) as investment initiative for public sector projects…
Abstract
Purpose
Globally, inadequate resources, skills deficiency and poor infrastructure have necessitated public-private partnerships (PPPs) as investment initiative for public sector projects. The purpose of this paper is to evaluate the key constructs for improved stakeholder management (SM) success in curbing PPP projects’ failure in developing countries to fill the research gap. Pre-stakeholder identification (PSI); implementation, monitoring and feedback (IMF) factors impact on PPP projects’ success in Ghana were examined.
Design/methodology/approach
In total, 16 models were studied as part of literature review followed by a qualitative three-round Delphi survey for SM key factors and validated using a quantitative questionnaire survey. The findings were analysed using structural equation modelling and a model fit test.
Findings
PSI, IMF factors directly influence PPP SM success model hence are key constructs. Furthermore, stakeholder consideration, a clear statement of objectives, adopting design and build are variables established as influencing PPP projects failures. Stakeholder identification, engagement, communication and analysis are generic factors.
Practical implications
Project managers can achieve stakeholder satisfaction and improve PPP projects delivery by considering the innovative PPP SM model. Furthermore, considering the identified factors and variables in holistic models will enhance stakeholder involvement thereby curbing PPP projects failure.
Social implications
Reducing PPP projects’ failure will enhance socio-economic growth.
Originality/value
PSI; IMF factors have never been included in holistic PPP SM model. They are proposed to curb PPP projects’ failure.
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Taking an innovative approach, the aim of this paper is to apply the stakeholder view concept to the hotel industry in China, and identify two antecedents of the stakeholder…
Abstract
Purpose
Taking an innovative approach, the aim of this paper is to apply the stakeholder view concept to the hotel industry in China, and identify two antecedents of the stakeholder relationship, namely, trust and commitment. The paper then seeks to examine the impacts of these two antecedents on the management practices of the two key stakeholders (the hotel owner and the customer) and to assess the effects of these practices on organizational performance.
Design/methodology/approach
An empirical survey using questionnaires was conducted on a sample of 228 three‐ to five‐star hotels in China. The results from confirmatory factor analysis and structural equation modelling were both satisfactory, providing a basis for discussion.
Findings
Three main results emerged. First, in model A, the key stakeholder is the hotel investor: both antecedent constructs, trust and commitment, were positively influenced by the organization's stakeholder management practices. However, in model B, the key stakeholder is the customer; trust was the only construct affected by stakeholder management practices. The second major result was that in both models, stakeholder management practices had positive and significant influences on financial performance and customer satisfaction. Finally, the results revealed that customer satisfaction positively affected financial performance.
Originality/value
The proposed framework and its results provide vital insights for industry practitioners and academics in the field of stakeholder management, where an alternative competitive strategy for an organization's wealth creation is acknowledged.
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Hong Min Zhang, Heap-Yih Chong, Yu Zeng and Wei Zhang
Building information modeling (BIM) has brought great advantages to project delivery and performance. However, BIM has also increased the complexity of projects. Research shows…
Abstract
Purpose
Building information modeling (BIM) has brought great advantages to project delivery and performance. However, BIM has also increased the complexity of projects. Research shows that for BIM implementation to have a positive impact in this innovative environment, BIM should be synchronized with stakeholder management. Therefore, this research aims to incorporate the theory of stakeholder management in BIM-enabled projects and determine the theory's intermediary role between BIM implementation and project performance.
Design/methodology/approach
An extensive literature review was conducted and 13 critical success factors (CSFs) for BIM implementation, 29 CSFs for stakeholder management and 6 CSFs for BIM project performance were identified. These measurement items were tested using a questionnaire survey method and analyzed using structural equation modeling. This research was focused on Chinese megaprojects or complex projects that were under a high level of development of BIM, which could reflect the complex stakeholder relationships and BIM implementation for project performance.
Findings
The results indicate that effective use of BIM can directly improve project performance. Further, stakeholder management has an important and positive intermediary role within the path of BIM implementation and project performance, particularly through (1) stakeholder dynamics (SD) and (2) stakeholder engagement or empowerment (SE).
Originality/value
The logical relationship of mutual influence among CSFs has been revealed for BIM-enabled projects. This research contributes to the effective collaboration and practice of BIM in the construction industry.
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The purpose of this paper is to explore the implications of stakeholder theory for organisational development and contribute to the knowledge of operational stakeholder management.
Abstract
Purpose
The purpose of this paper is to explore the implications of stakeholder theory for organisational development and contribute to the knowledge of operational stakeholder management.
Design/methodology/approach
The paper presents a case study in a micro‐enterprise where data have been collected as participant observations.
Findings
Stakeholder theory suggests that to be sustainable, organisations must find a balance between different stakeholder interests. The paper presents a case study where a stakeholder model has been tested in a micro‐enterprise. Results include a revised model based on the experiences from the case. The stakeholder model has been adapted to accommodate a process approach and the PDSA‐cycle.
Practical implications
The model can be used when wanting to develop a structured management system based on stakeholder interests.
Originality/value
The paper has a vast content of originality as not as much has been written about stakeholder management from an empirical point of view as from a theoretical.
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