Abstract
This paper presents the findings of a theoretical investigation into the association between organizational culture and stakeholder management. With an aspect focused on international construction projects, the study explores the relationship between the cultural origin of key stakeholders and the cultural context in which projects are realized. Emphasis is placed on the examination of project outcomes and the factors that influence cultural domain. Secondary data suggests stakeholder management and corporate culture are critical areas that decide an organization’s success. The importance of these areas will inevitably grow in the future as projects continue to be procured in a global economy. Identifiable theoretical associations between the constructs have been found that provide early evidence that stakeholders and culture influence project life-cycles. Stakeholders—organizations and their representatives—must be informed of the distinct types of cultures and success criteria to ensure they manage them efficiently alongside traditional and long-accepted project variables.
Highlights
In recent years, construction project management has attracted enormous global interest, especially in organizational culture and stakeholder management
This paper presents the findings of a theoretical investigation into the association between organizational culture and stakeholder management
From the perspective of the construction industry, several studies have pronounced that stakeholder involvement is an essential organizational component when realizing successful project outcomes Recognition that stakeholder management is a fundamental aspect with regard to construction project success has understandably grown in recent years (Yang et al, 2011)
Summary
Construction project management has attracted enormous global interest, especially in organizational culture and stakeholder management. These two independent social constructs are crucial for successful construction project management; the need to explore the relationship that exists between them. In his often-cited textbook, Walker (2007) explains that construction project management (CPM) has been recognized as a distinct profession for a long time; yet, in the long-established context of natural and social scientific knowledge discovery, the study of how projects are organized and managed has, relatively speaking, evaded the attention of academics. From the perspective of the construction industry, several studies have pronounced that stakeholder involvement is an essential organizational component when realizing successful project outcomes (see Aaltonen et al, 2008; Meding et al, 2013; Walker, 2007.) Recognition that stakeholder management is a fundamental aspect with regard to construction project success has understandably grown in recent years (Yang et al, 2011)
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