Effective Stakeholder Management Research Articles

A conceptual framework on finding the nexus between sustainability and desired outcomes for smart cities – the moderating role of green leadership

PurposeThis paper aims to focus on the nexus between sustainability and desired outcomes for smart cities. The main focus is on how green leadership influences the relationship between smart and sustainable activities and stakeholder management.Design/methodology/approachThe work is essentially a non-empirical review of the literature to develop a conceptual model to be tested in a subsequent study.FindingsThe findings indicate that smart cities and their sustainability activities can drive desired outcomes through green leadership. Also, green leadership has an indirect relationship with the desired outcomes of smart cities; hence, managers in the tourism and hospitality industries should cultivate their green leadership style to assist smart cities in accomplishing their goals.Research limitations/implicationsThis research is conceptual, and the proposed model will need to be evaluated to be more valid. Furthermore, the model is restricted to the tourist and hospitality industry, limiting the generalization and application of the findings to that area. Furthermore, because sustainability activities and smart city leadership differ by region or country, the proposed model will be suitable for more developed economies with more developed sustainability policies.Practical implicationsThis paper makes a novel theoretical contribution by using stakeholder management as a mediating variable and green leadership as a moderating variable concurrently.Originality/valueThis model suggests that smart and sustainability activities of cities can lead to desired outcomes for smart cities through effective stakeholder management and green leadership.

Gren “fuelled” by fire: lessons for project management

Learning outcomes The learning outcomes of this study are as follows: 1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram; 2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and 3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project. Case overview/synopsis On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy. Complexity academic level Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built environment.

Valuation of Driving Factors for Effective Stakeholder Management and Performance of SMEs

Valuation of Driving Factors for Effective Stakeholder Management and Performance of SMEs

Enhancing project stakeholder communication under insufficient knowledge of project management concepts

PurposeAlthough the literature is clear on what comprises effective project stakeholder management, communication between key stakeholders and project managers is often ineffective. Research is silent on stakeholders' insufficient knowledge of project management terminology, which is a barrier for such effective communication. This paper aims to identify the project management concepts that key stakeholders should understand to improve effective communication.Design/methodology/approachThis paper employs a three-step research design. In the first step, based on threshold concept theory, the authors identify the key project management concepts through interviews with 20 project management practitioners, trainers and trainees. In the second step, the authors confirm the findings from the first step and identify effective approaches to enhance project stakeholders' communication through seven additional interviews with project stakeholders. In the third step, the authors construct a functional model of the research findings by employing a system-level modeling tool.FindingsThis research identifies five project management threshold concepts (TC) that are challenging for project stakeholders to understand (1) project benefits, (2) the iron triangle, (3) the critical path, (4) uncertainty and (5) project leadership. Following these knowledge barriers, the paper proposes unique approaches to develop effective project stakeholder communication.Originality/valueThis paper advances project stakeholder management research by identifying knowledge barriers and providing project managers with more effective approaches to better engage with their stakeholders.

Influence of Inclusive Leadership on Project Success with Moderating Role of Stakeholder Relationship Management

Abstract. Purpose: Any successful organization must manage stakeholder relationships effectively. It is a deciding factor with a direct impact on the overall profit and results of the organization. As a result, research into how stakeholder relationships influence organizational functioning is required. The current study, on the other hand, seeks to investigate the moderating effect of stakeholder relationship in the relationship of two key factors i.e., inclusive leadership and project success. Design/Methodology/approach: Using 200 questionnaires, data was collected from project employees and managers from various project-based construction firms. Data was obtained using online questionnaires to measure the influence of inclusive leadership on project success. The data was analyzed using correlation and regression analysis. The results mostly back up the hypothesis. Findings: According to the findings, the inclusive leadership of the project manager has a positive impact on project success. Furthermore, when both internal and external stakeholders are managed, inclusive leadership drives the project to success. Practical implications: According to the findings, inclusive leadership is related to project success. It is recommended that project managers demonstrate inclusiveness in their leadership in the presence of effective internal and external stakeholder management, which will have a positive impact on project success. Originality/value: This is the first study to look at inclusive leadership and project success in Pakistan, with internal and external stakeholder relationship management playing a moderating role.

Canadian banks and their responses to COVID-19 – stakeholder-oriented crisis management

ABSTRACT The financial sector is essential to the stability of markets in times of crisis and during the pandemic, banks are called to contribute to society by easing access to credit or keeping rates low. This article explores Canadian banks’ responses to the pandemic assessing their products, services and stakeholders. Using crisis management and stakeholder theories, 3161 news articles about the five biggest Canadian banks and the pandemic were assessed as a proxy for banks’ responses to the pandemic using sentiment analysis, text mining, and statistical methodologies. Results show that banks were negatively impacted by the pandemic and that their stakeholders were approached differently highlighting the community over clients and employees. This study contributes to the need to adapt crisis management strategies and theories to unexpected crises, as others may come, and it sheds some light on stakeholder management measurement processes, which speak to how effective stakeholder management is.

The Impact of Instrumental Stakeholder Management on Blockchain Technology Adoption Behavior in Agri-Food Supply Chains

Coffee is the second most important commodity in terms of global trade value, with its global market value exceeding $460 billion in 2020. Its supply networks, which encompass multiple stakeholders, are complex and nontransparent. Blockchain is a trust technology, and some coffee firms have embraced this technology to provide trust attributes to consumers while making their supply chain more transparent. For businesses to gain the expected productivity advantages, a technology must be adopted and used. As theoretical and empirical research on blockchain technology adoption is scarce, this article attempts to identify behavioral intentions of stakeholders in the supply network toward its adoption. Based on exploratory interviews, this article develops a blockchain technology adoption model based on factors relevant to individuals’ use behavior. The results provide evidence that a normative stakeholder management approach positively impacts use behavior. Managers can use the model to benchmark and improve their corporate social responsibility strategy to obtain better returns on blockchain investments. This study closes a research gap as, to the best of the authors’ knowledge, no research has been conducted so far on the impact of an instrumental stakeholder management approach on blockchain technology adoption behavior. Understanding how stakeholder management can compensate for the lack of consensus mechanisms in private and consortium blockchains, as well as understanding the factors influencing behavioral intentions toward the use of a technology, can provide for managerial guidance toward the development of an effective stakeholder management strategy, which eventually can result in a competitive advantage.

THE IMPACT OF STAKEHOLDERS IN AGILE SOFTWARE DEVELOPMEN

The market for software development projects is dynamic and complex. The stakeholders involved in the software development process come from different organisational positions and therefore have varying interests and expectations from the product. Effective project management practices enable successful on-time delivery of high-quality product. It is essential to identify the stakeholder roles and responsibilities to effectively manage the development practices within the organisation. Elucidating the stakeholder roles will enable stakeholder management via effective communication and sustainable practices that reflect stakeholder interests. This study elucidates the roles and responsibilities of the stakeholders associated with Agile software development projects. The study identifies that for effective stakeholder management practices understanding of the stakeholder roles and interests is vital. Additionally, application of Agile software development methodology would result in successful development of high-quality software solutions.

A comprehensive review of biomass based thermochemical conversion technologies integrated with CO2 capture and utilisation within BECCS networks

The future of the global environment is at threat due to global warming and climate change primarily driven by greenhouse gas emissions. Bioenergy with carbon dioxide capture and storage/utilisation (BECCS/U) through its CO2 negative emission capacity is considered a principal component of global mitigation strategies as agreed in the Paris climate change agreement. In this study, the current global status and efforts to implement BECCS systems are comprehensively reviewed. The potential for thermochemical conversion processes (combustion, gasification, pyrolysis, and liquefaction) to manifest within BECCS systems is analysed, in addition to their integration potential with carbon dioxide capture methods. Outcomes suggest that gasification and combustion processes when integrated with CO2 capture and storage (CCS), within combine heat and power (CHP) configurations, biomass integrated gasification combine cycle (BIGCC) and chemical looping cycle (CLC) are mature technologies. Furthermore, this review indicates that pyrolysis and liquefaction process are commercial and lab-scale respectively. When integrated within BECCS systems, pyrolysis systems are at the pilot level and liquefaction processes are at lab scale. Moreover, a comprehensive discussion on the negative emission potential from various BECCS configurations is provided, highlighting their role in advancing bio-refineries through waste management and conversion to value-added products such as biochar, ethanol, bio diesel etc. The pyrolysis process has CO2 mitigation potential of 2.2 GtCO2/year by 2020-2050. Finally, an insight into the commercial barriers and future perspectives of BECCS technologies, role of international supply chains therein, and the need for effective stakeholder management to facilitate BECCS systems within global trade.

Strategic stakeholder management: theoretical concept and features of application

The article examines the development of the theoretical concept of stakeholders, a comparative analysis of approaches to the definition and grouping of stakeholders depending on their impact on the functioning of the organisation. The objective nature of the emergence of strategic stakeholder management as a modern concept of organisation management, operating in an unstable environment, is substantiated. Based on the analysis of theoretical approaches to substantiation of the essence of the concept of stakeholder management, the necessity and peculiarities of its application in strategic management of organisations in modern business conditions are shown. The main task of stakeholder management is identified, which is not just to maintain mutually beneficial interaction between all stakeholders, but to find mechanisms to improve the effectiveness of joint activities as a holistic system that includes the interests of all stakeholders. Based on the generalisation of all tools and mechanisms of strategic stakeholder management, two main approaches are identified - resource and relationship. It is noted that the relational approach means the formation of social capital, which in itself is a strategic resource, as it ensures the reputation of the business and promotes competitive advantage. It was found that in strategic management there are already certain principles of stakeholder management: systematic relationships, strategic orientation of all stakeholders to develop business strategies that take into account the interests, values and long-term goals of the organisation; mutual benefit of relations with stakeholders; the need to balance the interests of stakeholders; proactive management; focus on sustainable development and long-term relationships; transparency and accountability in non-financial relationships. It is substantiated that the result of effective stakeholder management is the value of the organisation. It is created by the joint efforts of all stakeholders on the basis of their interaction and depends on the availability, sufficiency and effectiveness of management of all resources and types of capital.

Reputation Risk from a Stakeholder Management Perspective

Stakeholders face many different risks that arise from any business activity. The stakeholder management approach is the process by which is organised, monitored and improved relationships with business stakeholders. It involves systematically identifying stakeholders; analysing their needs, expectations; planning and implementing various tasks to engage with them. Most definitions of stakeholder management tend to focus around the idea of how could stakeholders be managed in order to get them to do what is equired. The emphasis is placed on creating a stakeholder management plan that maps the level of interest and influence of stakeholders and list various levels of engagement for the different groups. This paper applies a case study methodology presenting the Wal-Mart case and the Malden Mills case to reflect the implications of stakeholder management in companies. The findings indicate the positive but also the negative implications which result when various stakeholders are neglected, and, conversely, the benefits when stakeholders are effectively engaged in corporate activities. It concludes that effective stakeholder management contributes to risk management and reputation management, as well as, to corporate social responsibility.

Conflict Management Practice among Stakeholders in Construction Project Delivery

Conflict is a natural phenomenon among people, groups, and organisations. Due to the unique and complex nature with different parties, conflict is inescapable in most construction projects. These complexities and unsure nature of construction projects need effective stakeholder management approaches to contain conflicting stakeholder interests and to build coexistence among construction and ensure attainment of overall organisational goal. Little consideration has been given to stakeholders’ conflict management strategies in construction project delivery. This study seeks to investigate stakeholders’ conflict management practices in the construction project delivery using Lagos as the study area. The study adopted survey research method. Questionnaires were distributed to the targeted population. A total of 192 respondents’ data were found to be valid and appropriate for the analysis which represents 76.8% response rate. Data obtained were analysed using frequency, percentages, mean score, ranking, spearman rank correlation and ANOVA. The findings of the study revealed that, “be aware causes and result”, “negotiation”, “take steps to deal with the causes”, “establish cooperative goals” and “mediation” were the most used conflict management strategies in construction project delivery. Likewise, “absence of adequate institutional framework”, “fear of change”, “inadequate planning and preparation”, “misunderstanding and loss” and “lack of awareness in alternative dispute resolution (ADR)” were agreed to be the major challenges to a conflict management process. The t-test result shows that there is a strong agreement (P < 0.05 t=2.09, 2.03) between the opinions of the construction stakeholders on the conflict management techniques and challenges. The study recommended that construction stakeholders should be conversant with the various conflict management techniques at their disposal to maintain a coexistence attitude among themselves.

Quantitative evaluation and ranking of the critical success factors for modular integrated construction projects

Modular integrated construction (MiC) is becoming a preferred construction approach for many types of building projects. However, several factors and conditions must converge to determine the success of MiC projects. This research identified and evaluated 25 critical success factors (CSFs) for implementing MiC projects. The dataset was generated through a structured questionnaire survey and analyzed using robust statistical techniques. Based on the mean scores, the top five CSFs for MiC projects include fabricator experience and capabilities in modules design and production; robust drawing specifications and early design freeze; good working collaboration, communication and information sharing among project participants; standardization and mass production; and effective coordination of the supply chain segments. An exploratory factor analysis generated four principal success factors (PSFs), comprising adequate technical capability and infrastructure; effective stakeholder and supply chain management; early commitment; and standardization and benchmarking. A fuzzy evaluation revealed that all the four PSFs are paramount to the success of MiC projects. As a contribution, the research has identified and prioritized the CSFs which may help MiC project managers and stakeholders in the appropriate allocation of limited resources. These shared CSFs may constitute forecasting and diagnostic tools for progressively measuring success along the MiC project lifecycle phases.

Stakeholder management in prefabricated prefinished volumetric construction projects: benchmarking the key result areas

PurposePrefabricated prefinished volumetric construction (PPVC) projects are industrialized building systems that are co-created. Thus, effective management of the involved stakeholders is required to ensure project success. However, knowledge of how best to manage the diverse stakeholders in PPVC projects is limited. This research identified and prioritized the success factors or key result areas (KRAs) for the effective stakeholder management (SM) in PPVC projects.Design/methodology/approachA quantitative research design was implemented involving a literature review and structured questionnaire survey with international PPVC experts. The research identified and statistically analysed 12 KRAs for SM in PPVC projects.FindingsAnalysis showed that the top three KRAs for SM in PPVC projects include: effective working collaboration, communication and information sharing among participants; effective coordination of the PPVC supply chain segments; and early involvement of relevant stakeholders in the PPVC project. A factor analysis clustered the 12 KRAs into stakeholder analysis and early involvement, effective communication and information sharing and stakeholder interest integration and conflict management.Practical implicationsThe paper identified and prioritized the KRAs required for the effective SM in PPVC projects. To practitioners, the results may serve as decision support on the key areas to focus to ensure effective SM in PPVC projects and may guide the efficient allocation of limited resources.Originality/valueThis research constitutes the first exclusive attempt at identifying and benchmarking the generic KRAs required for effective SM in PPVC projects and contributes to the SM body of knowledge in industrialized construction.

Walk the Talk—A Sustainability Management System for Social Acceptance in Nordic Mining

The mining industry has experienced increased stakeholder pressure over the last decades, and the legitimacy of the mining industry and its place in society is sometimes questioned. On the other hand, high corporate social responsibility (CSR) performance can lead to an increased social acceptance, which in the end may give the mining company the social license to operate. This article focuses on stakeholder management within management system thinking in order to enhance the social acceptance for mining. The purpose is to describe a mining company’s existing stakeholder management practice and identify areas for improvement using established stakeholder management models to achieve an efficient and effective stakeholder management practice. The purpose is also to describe how conceptual sustainability management system (SMS) frameworks can be usefully applied and, more specifically, whether and how stakeholder management models and the concept of materiality analysis are useful for the planning step in an SMS for social acceptance. The findings show that the used SMS framework fits well in this context, and that a materiality analysis can beneficially be used for the ‘systemization of stakeholder demands’ in the planning step of an SMS.

Critical success factors for management of the early stages of prefabricated prefinished volumetric construction project life cycle

PurposeFor many types of buildings, prefabricated prefinished volumetric construction (PPVC) is increasingly becoming a preferred alternative construction approach. Empirical evidence of project performance has consistently demonstrated that the ultimate success of PPVC projects is directly linked to the key decisions made at the outset of the PPVC project life cycle. However, there is limited knowledge of how to successfully manage these early stages. This research identified and evaluated the critical success factors (CSFs) required for the management of the conception, planning and design stages of the PPVC project life cycle.Design/methodology/approachA multistage methodological framework was adopted to identify and evaluate the CSFs for management of the early stages of the PPVC project life cycle. Based on a comprehensive literature review and expert review, a list of the 9 CSFs relevant to the early stages of the PPVC project life cycle was established. Drawing on an online-based international questionnaire survey with global PPVC experts, the CSFs were measured. The data set was statistically tested for reliability and analyzed using several techniques such as mean scores, relativity weightings and significance analysis.FindingsThe analysis revealed that the top 5 most influential CSFs for management of the early stages of the PPVC project life cycle include robust design specifications, accurate drawings and early design freeze; good working collaboration, effective communication and information sharing among project participants; effective stakeholder management; extensive project planning and scheduling; and early engagement of key players. The research further found correlations among the CSFs and proposed a conceptual framework for the management of the early stages of the PPVC project life cycle.Research limitations/implicationsThe research recognizes that data quality and reliability risks are the major drawbacks of online questionnaire surveys but the engagement of experts with substantial theoretical and hands-on experiences in PPVC projects helped to minimize these risks. Although small, the sample size was justified and compared with studies that adopted the same data collection approach but analyzed even smaller samples. However, the results should be interpreted against these limitations.Practical implicationsThe findings suggest that effective management of the early stages of the PPVC project lifecycle requires early commitment to the PPVC approach in a project; detailed planning and assessment of the suitability of PPVC for the given project; and collaborative design with manufacturers and suppliers to address module production challenges at the detailed design stage. These findings practically instructive and may serve as management support during PPVC implementation.Originality/valueThis research constitutes the first exclusive attempt at identifying the CSFs for successful management of the early stages of the PPVC project life cycle. It provides a fresh and more in-depth understanding of how best to manage the early stages of the PPVC project life cycle. Thus, it contributes to the practice and praxis of the PPVC project implementation discourse.

METHOD OF RISK MANAGEMENT OF STAKEHOLDERS OF WIND POWER PROJECTS

Effective management of wind power projects, which are now challenged by a dynamic turbulent environment, requires a continuous integrating activity. The goal of the latter is to maximize the return on integration of all stakeholders in such projects and balancing their opportunities and threats. Thus, the article covers latest research in and approaches to stakeholder management in project. The methods and mechanisms of stakeholder management of wind power projects are analyzed, the weaknesses of stakeholders are detected, major issues and factors influencing their management are identified as well. The study also reveals the loss-inducing features of the stakeholders of wind power projects. This model consists in the fact that in order to ensure effective stakeholder management in wind power projects, it is necessary to balance their risks: increase the opportunities for positive impact of participants and reduce the opportunity of threats, while maintaining the stable state of the system, within the three categories that correspond to the magic triangle of project management goals: duration, cost, quality that is possible by combining techniques of opportunity management (chance management) and threats (risk management). All stakeholders in wind power projects can be divided into three groups: threatening, harmonized and chance identified. There has been developed a method of risk management of stakeholders of wind power projects. It takes into account the possible states of the system of interaction of opportunities and threats of stakeholders in the balance of their risk balances, improves managerial decision-making by reducing high and medium-sized threats for threatening stakeholders.

CSR in Ghana’s gold-mining sector: Assessing expectations and perceptions of performance with institutional and stakeholder lenses

PurposeThis article examines community expectations and perceptions of the corporate social responsibility (CSR) performance of a multinational mining company following a unique incident of cyanide spillage from a tailings (processed ore effluents) storage facility. CSR remains a critical component of stakeholder management in developing countries due to the continuous environmental and social impacts of mining development. The article employs the stakeholder and institutional theories to assess the CSR manifestations of a large-scale mining company in the context of pressures at the plant level.Design/methodology/approachWe employ a mixed method design using survey and stakeholder interviews to collect, analyse, and present findings within legal, ethical, and discretionary CSR categories. The survey data were statistically analysed by calculating the standard deviations of the three CSR dimensions to compare and understand the data variations in respect of the perception ratings of respondents on a four-point Likert scale, while interview data was evaluated using an inductive approach based on thematic networks.FindingsThe findings suggest that unfulfilled expectations for employment generate wider consensus towards demands to share in mining benefits based on rising perceptions of inequity and social exclusion. Additionally, host communities within farming areas engage in speculative development in anticipation of CSR-related compensation resulting in a homogenised expectation. Further, this study reveals that reactive CSR practices are interpreted as both insincere and patronising, contributing to a negative perception of mining activities in affected communities.Research limitations/implicationsAs a single-case study, the findings may be inadequate for theoretical generalisations and therefore limited to the context of the study.ImplicationsRethinking stakeholder and institutional theories, and exploring new assumptions in the context of the mining industry in Ghana, may expand the current discourse within the academic, corporate, and statutory communities.ContributionThis study adds to and expands the assumptions of stakeholder and institutional theories in a mining context within local communities. It may also improve the knowledge of managers of large-scale mining companies on effective stakeholder management.

Success Factors for Effective Contractor-led Stakeholder Relationship Management: Perspectives from the Botswana Construction Industry

Stakeholder relationship management (SRM) remains critical to the attainment of successful project outcomes. This is particularly the case in the construction industry: an industry often described as considerably fragmented and project-based with a multiplicity of stakeholders with vested interests. Burgeoning incidences of project failure has been attributed to poor SRM. A lot of studies investigating stakeholder management exist, yet a paucity of studies looking into SRM has been noticed. Most of these studies have sought to investigate the phenomenon from a client perspective without taking cognizance of the contractor’s role in SRM. Also, the tendency of these studies to overlook stakeholder dynamics as it concerns power, uncertainty, etc. during various stages of the project lifecycle is observed. These are the gaps which this study will seek to fill relying on the customer relationship model (CRM) theoretical lens. A multi-case study research design is proposed. Different contractor organizations were selected based on a set of predetermined criteria. A plethora of within-case interviews and document reviews will be utilized in eliciting data concerning the approach adopted by construction contractors for managing extant relationships with critical stakeholders. The data was analysed thematically. It is expected that success factors will result from the elicited narratives. The following success factors for effective management of stakeholder relationship management emerged from the interviews and documents: Communication, understanding of stakeholders, the different types of stakeholders and type of project, management, and interpersonal skills, collaboration, engagement, and conflict management. This artefact will be compared to different CRM models to identify probable success factors for engendering effective stakeholder relationship management. Furthermore, the study’s findings will seek to contribute towards the development of a contractor-centric stakeholder relationship management framework for the Botswana construction industry.

How do European trade promotion organisations manage their stakeholders?

Trade Promotion Organisations (TPOs) exert significant influence on the internationalisation potential of domestic firms and improving the indigenous country’s trade balance. However, TPOs’ strategies to uphold their impact as to the relationship vis-à-vis their stakeholders are largely unknown. This is an important gap in the literature considering that effective stakeholder management can enhance TPOs’ performance and the value they develop for three primary stakeholder groups, namely home country government, domestic firms and foreign trade offices. In this study, we employ the stakeholder theory and draw upon in-depth case studies of 14 European TPOs to address this gap. We advance six related propositions on how funding sourcing, services to domestic firms and functions of foreign trade offices can be effectively associated with TPOs’ relationship management towards these stakeholder groups. The contribution of the study lies on the application of stakeholder theory in trade promotion and the derivation of related sets of strategies.