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Abstract
In this study, we introduce a conceptual Housing Stakeholder Management Model that transforms institutional attitudes towards sustainable housing delivery. The essence is to promote a sustainability culture in housing delivery that meets safety and affordability needs of the majority. This exploratory study utilized data from 385 real estate professionals and policy makers. Data was analyzed qualitatively with Scissor-Sort Technique and TEXTPACK, and quantitatively with One-Sample Kolmogorov-Smirnov Test and Spearman Correlation. The findings advance the Model’s effectiveness in identifying stakeholder interests and establishment of a sustainability framework of engagement. Strength, Weakness, Opportunity, and Threat analysis was used in validating the Model. Keywords: Stakeholder Management; Stakeholder Management Model; Sustainable Housing Delivery; Social Responsibility Management; Public Housing DOI: 10.7176/JESD/11-10-05 Publication date: May 31 st 2020
Highlights
Stakeholder management was first touted by Freeman (1984) and relies on a conceptual foundation of value creation through a cultivation of a network of relationships between the organization, decision makers and customers within the internal and external environments
Goal 11 of the United Nations Sustainable Development Goals (2015) has a target of attaining “access for all to adequate, safe and affordable www.iiste.org housing and basic services and upgrade slums” through “a direct participation structure of civil society in urban planning and management that operate regularly and democratically”. We argue that this studied approach for broaching the subject calls for a stakeholder management model that serves as blueprint for an “enduring, balanced approach to economic activity, environmental responsibility and social progress” [British Standard Institute (BSI), 2006] in public housing delivery in Nigeria
Approach employed by housing providers in Nigeria is not enough to drive a sound stakeholder identification strategy, stakeholders have to be identified and communicated to effectively
Summary
Stakeholder management was first touted by Freeman (1984) and relies on a conceptual foundation of value creation through a cultivation of a network of relationships between the organization, decision makers and customers within the internal and external environments. One key environmental demand facing public and private real estate organizations is the delivery of sustainable urban housing with its attendant externalities to virtually all sectors of the global economy. The direct participation indicator of this global charter introduces stakeholder management as a key proxy for achieving sustainability. This thought is shared in literature with an increasing number of studies Carrol (2017); Ewurum, Egolum and Ogbuefi (2019), Harrison, Freeman and Sa de Abreu (2015); Barrett, Oborn and Orlikowski (2016) recognizing this approach in achieving sustainability through the critical success factors of stakeholder identification, stakeholder engagement and stakeholder conflict management
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