External stakeholder management and engagement on urban construction projects in Ireland

2020 ◽  
pp. 1-10
Author(s):  
Michael Curran ◽  
John P Spillane
Keyword(s):  
Construction Projects ◽  
Stakeholder Management ◽  
External Stakeholder ◽  
Urban Construction

The evolution of stakeholder management practices in Australian mega construction projects

2018 ◽  
Vol 25 (6) ◽  
pp. 690-706 ◽  
Author(s):  
Rebecca Jing Yang ◽  
Sajani Jayasuriya ◽  
Chathuri Gunarathna ◽  
Mehrdad Arashpour ◽  
Xiaolong Xue ◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Construction Projects ◽  
Management Practices ◽  
Stakeholder Management ◽  
Empirical Studies ◽  
Stakeholder Analysis ◽  
Secondary Data ◽  
Project Teams ◽  
Content Type ◽  
Project Objectives

Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.

Managing the expectations of external stakeholders in construction projects

2017 ◽  
Vol 24 (5) ◽  
pp. 736-756 ◽  
Author(s):  
Albert P.C. Chan ◽  
Goodenough D. Oppong
Keyword(s):  
Construction Projects ◽  
Empirical Support ◽  
Bottom Line ◽  
Stakeholder Expectations ◽  
Content Type ◽  
Stakeholder Satisfaction ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Management Project ◽  
Social Environmental

Purpose The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined. Design/methodology/approach A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives. Findings In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction. Research limitations/implications The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support. Practical implications PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction. Originality/value This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

scholarly journals Major projects in urban sites: Challenge of the Builders

2018 ◽  
Vol 149 ◽  
pp. 02003
Author(s):  
Ammar Dhouib
Keyword(s):  
Sustainable Development ◽  
Common Sense ◽  
Construction Projects ◽  
The Other ◽  
Observational Method ◽  
Urban Construction ◽  
Environmental Requirements ◽  
The One ◽  
Urban Sites ◽  
Displacement Measurements

Faced with the complexity of urban construction projects and difficulties in the field, engineers must, on the one hand, dimension with rigor and common sense the foundations with all the requirements of today of quality, conformity and respect of deadlines and budget and take into account, on the other hand, safety and environmental requirements and societal and sustainable development criteria, the purpose of this communication is to present concrete projects of foundations and excavation deep in geologically heterogeneous and highly urbanized sites, with monitoring and displacement measurements in order to compare predictions with reality and to promote the "observational method".

Exploring the critical success determinants for supply chain management in modular integrated construction projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibrahim Yahaya Wuni ◽  
Geoffrey Qiping Shen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Construction Projects ◽  
Process Management ◽  
Stakeholder Management ◽  
Seamless Integration ◽  
Chain Management ◽  
Content Type ◽  
Mean Values ◽  
Critical Success

PurposeModular integrated construction (MiC) projects are co-created by a network of organizations and players providing different roles, information and activities throughout the supply chains. Hence, a successful delivery of MiC projects can hardly be decoupled from effective supply chain management (SCM). This study investigated the critical success determinants of effective SCM in MiC projects.Design/methodology/approachComprehensive literature research and expert review identified 20 candidate success determinants, which formed the basis for a structured questionnaire survey of experts in eighteen countries. The study computed the mean scores, normalized mean values and significance indices of success determinants for SCM in MiC projects.FindingsThe analysis revealed that design for SCM, effective communication and information sharing, organizational readiness and familiarity with MiC, seamless integration and coordination of supply chain, early involvement of critical supply chain stakeholders and extensive supply chain planning are the top five critical success determinants of effective SCM in MiC projects. The 20 success determinants are categorized into five: project strategy, bespoke competencies, process management, stakeholder management and risk management.Research limitations/implicationsThe study has some limitations. The smaller sample size could affect the generalizability of the results. The generalized analysis of the success determinants overlooked their sensitivities to specific contexts, industry climates and project types.Originality/valueThe study established a novel set of critical success determinants for SCM in MiC projects that have not been explicitly discussed in the MiC success literature and described their hypothetical dynamic linkages. It contributes to a better understanding of how best to manage the MiC project supply chain effectively.

scholarly journals External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective

2019 ◽  
Vol 50 (6) ◽  
pp. 625-640 ◽  
Author(s):  
Johan Ninan ◽  
Ashwin Mahalingam ◽  
Stewart Clegg
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Project Team ◽  
Power Dynamics ◽  
Resource Base ◽  
Strategic Action ◽  
Organizational Power ◽  
External Stakeholder ◽  
External Stakeholders

Megaprojects involve managing external stakeholders with diverse interests. Using an Indian megaproject case study, we discuss how the project managed external stakeholders through strategies such as: persuasion, deputation, give and take, extra work for stakeholders, and flexibility. Drawing from theories and frameworks of power, we explain how these strategies emerge through a process of tactical clustering. We also analyze the resources available to the project team—such as recruitment discretion, government backing, and fund discretion—that influence these power dynamics and enable these strategies. We posit that changes in the resource base can significantly affect strategic action and, in turn, megaproject outcomes.

Sign in / Sign up

Export Citation Format

Share Document