Stakeholder Engagement Practices Research Articles

Current practice of stakeholder engagement: researchers' experiences in North America, DACH countries and China.

Aim: To explore the current practice of stakeholder engagement in clinical trials and its evaluation in North America (USAand Canada), DACH countries (Germany, Austria and Switzerland) and China. Participants & methods: We conducted a web-based, anonymous, international, cross-sectional online survey for clinical researchers. Data were analyzed using descriptive and explorative statistical analysis including analysis of variance and analysis of covariance. Results: Stakeholder engagement is more prominent and higher accepted among researchers in North America. Researchers in DACH countries have less knowledge of the stakeholder engagement method and are less likely to apply it. Conclusion: Stakeholder engagement is perceived very differently among participants from DACH countries, North America and China. For a broader acceptance and implementation institutional support and motivational conditions might be needed.

Stakeholder preference mapping: the case for built heritage of Georgetown, Malaysia

PurposeWhile there is an established body of literature that discusses the importance of stakeholder management, and also the need for involvement of all stakeholders so that all values of a heritage site can be captured in a heritage management plan, the concepts are not generally developed in ways that make them useful in practice. This research seeks to bring greater clarity to the practice of stakeholder engagement in built heritage, so that organisations can manage their stakeholders in ways that meet their strategic goals. This study proposes a novel method to identify stakeholders, a stakeholder preference mapping approach, which will depict their influence on decisions based on a of power-interest scale.Design/methodology/approachThis research posits a stakeholder preference mapping approach. Virtual Stakeholder Groups (VSG) were identified and stakeholder's significance impacts were measured using the RIBA Plan of Work 2013 to determine in-depth consideration of each stakeholder's power and interest against differing stages of a heritage project. Participants were convened through a 5-day workshop, consisting of 20 Malaysian and 19 international participants (80% academics and 20% Malaysian civil servants). The Multi-Attribute Decision Analysis (MADA) technique was then used to demonstrate how stakeholder identification and analysis can be used to help heritage teams meet their mandates.FindingsThe research identified eight virtual VSG (Extremist, Expert, Economic, Social, Governance and Tourists) and their scale of power-interest influence at different stages of the heritage management process. The findings reveal varying levels of engagement from each of the different groups of stakeholders at each work stage – with Stage 5 (Construction) being the least engaged.Originality/valueIt is anticipated that through stakeholder preference mapping, heritage teams can increase the robustness of their strategies by identifying and effectively managing the important concepts; heritage teams can effectively manage the interface between the many (often competing) demands of differing stakeholders. Using Georgetown as a case study, the research team were able to delineate the interaction and interplay between the various stakeholders in the complex decision-making processes for a UNESCO heritage site. Applying the RIBA 2013 Plan of Work as a framework to the heritage management process enables a formalised mapping approach to the process.

An Exploration of Social License to Operate (SLTO) Measurement in the Port Industry: The Case of North America

In this paper, we develop exploratory research to improve the understanding of actual practices applied in the port industry relating to local communities’ perception measurement and public engagement, aiming at maintaining and fostering relationships with local communities. The application of such practices would allow port managing bodies to improve their strategic alignment with the needs and requirements of their local communities. To this end, we distributed a survey to North American port managing bodies and terminal operators. The survey, answered by 37 respondents, follows a structure defined by critical elements affecting stakeholder perceptions and acceptability in relation to a project or an ongoing business activity. The results disclose differences in social license to operate measurement and public engagement practices between port managing bodies and terminal operators. Furthermore, follow-up interviews were conducted with eight port managing bodies in order to capture the value added and the barriers to engage with local communities. Finally, the study enables benchmarking possibilities both within the sample and on a global level, giving an indication and assessment of the respondents’ competitive positions regarding stakeholder perceptions, communication, and engagement practices, and the steps to be taken in order to strengthen any strategic and competitive state.

“I Won’t Use the Term Dumbing It Down, but You Have to Take the Scientific Jargon Out”: A Qualitative Study of Environmental Health Partners’ Communication Practices and Needs

Effective research translation and science communication are necessary for successful implementation of water resources management initiatives. This entails active involvement of stakeholders through collaborative partnerships and knowledge-sharing practices. To follow up a recent study with the National Institute of Environmental Health Sciences (NIEHS)–funded Center for Oceans and Human Health and Climate Change Interactions (OHHC2I) project investigators, the center’s Community Engagement Core (CEC) documented center partners’ science communication practices and needs to inform a collaborative training and improve investigator-partner bidirectional communication. Thirteen (13) individuals participated in 10 semi-structured qualitative interviews focused on their research translation needs, science communication and dissemination tactics, and interactions and experiences with scientists. Based on our findings, we recommend a collaborative, scientist-stakeholder training to include plain language development, dissemination tactics, communication evaluation, stakeholder and intended audience engagement, and strategies for effective transdisciplinary partnerships. This work contributes to the knowledge and understanding of stakeholder engagement practices specifically focused on science communication that can enhance relationship-building between academia and partners involved in environmental health–focused initiatives in the context of South Carolina but applicable elsewhere.

Stakeholder engagement as a conduit for regulatory legitimacy?

ABSTRACT Stakeholder engagement practices are on the rise in regulatory governance. This raises an important question regarding implications for regulatory legitimacy. Engagement mechanisms are not by default legitimizing: Even when initiated to tap into an array of ‘benevolent’ desiderata, unless carefully balanced and built-for-purpose, they can become conduits for de-legitimation. Much like Schrödinger’s cat, neither dead nor alive, so too can stakeholder engagement be, in principle, a source of legitimation and de-legitimation. We suggest three distinct sets of explanatory factors to assess the (de-)legitimizing nature of stakeholder engagement: contextual determinants, the institutional design of specific engagement arrangements, and organizational rationales and individual preferences. Taken as a whole, the documented broadening and deepening of engagement in regulatory governance, points at a more encompassing transition of the regulatory state, away from its traditional legitimizing tenants. Unless carefully tailored, this transition risks eroding the distinguishing features that underpin the regulatory state’s very claim to authority. We highlight that addressing contemporary societal challenges and many of the regulatory conundrums associated with them calls simultaneously for independent expertise necessarily grounded in the much-needed (but carefully-balanced) audience support that sustains regulatory authority.

Integrated thinking rolls! Stakeholder engagement actions translate integrated thinking into practice

Purpose This study aims to investigate the approaches to and the actions of integrated thinking (IT) based on stakeholder engagement practices to mitigate the perception of IT as an “abstract construct” and to overcome the “silos” thinking of managing, communicating and reporting. Design/methodology/approach The research develops a single case-study of a leading Italian company in the sustainability setting: Lavazza. The authors gathered in-depth information with semi-structured interviews on their approaches to IT and actions of IT and the related stakeholder engagement practices which involved over time. Findings This study addresses the concept of IT, arguing for integrated circularity as a strategic mindset, which builds upon open communication and collaborative partnerships with stakeholders for value creation. Research limitations/implications The limitations of this study stem from the nature of a single case study, thus the findings are most relevant to those companies operating in comparable sectors with similar historical and organizational characteristics. Practical implications The study provides a systematic framework of IT approaches and related actions based on stakeholder engagement practices that define a company as an integrated thinker. This can be used by managers and companies to implement an integrated logic of thinking and reporting. Originality/value This is a pioneering study in this area as there are very few ones that take into account the relationship between the IT of design and reporting from a stakeholder perspective. The more IT is embedded in the business, the fuller the consideration of key stakeholders’ interests is incorporated as a relevant part of conducting business.

Economic policy uncertainty, stakeholder engagement, and environmental, social, and governance practices: The moderating effect of competition

AbstractThis paper investigates the effect of the economic policy uncertainty (EPU) on corporate environmental, social, and governance practices (ESG), using 6,562 firm‐year observations from 15 developed European countries covering the period from 2004 to 2017. The results show that during periods of high uncertainty, firms increase their overall ESG performance, corporate environmental performance, and performance in governance. The relationship is valid for emission, resource use, workforce, management, and corporate social responsibility (CSR) strategy subdimensions of ESG. Furthermore, during periods of high uncertainty, firms operating in concentrated industries increase their overall ESG activities and corporate environmental performance. These results suggest that firms use ESG practices as risk‐reducing activities like insurance, during high periods of uncertainty. Overall, consistent with the stakeholder theory, the results indicate that firms increase their ESG practices not only to reduce corporate risk‐taking but also to follow value‐increasing activities during periods of high uncertainty, implying an improved stakeholder engagement.

Considerations for stakeholder engagement and COVID-19 related clinical trials' conduct in sub-Saharan Africa.

ABSTRACTThe aim of this study is to determine how stakeholder engagement can be adapted for the conduct of COVID‐19‐related clinical trials in sub‐Saharan Africa. Nine essential stakeholder engagement practices were reviewed: formative research; stakeholder engagement plan; communications and issues management plan; protocol development; informed consent process; standard of prevention for vaccine research and standard of care for treatment research; policies on trial‐related physical, psychological, financial, and/or social harms; trial accrual, follow‐up, exit trial closure and results dissemination; and post‐trial access to trial products or procedures. The norms, values, and practices of collectivist societies in Sub‐Saharan Africa and the low research literacy pose challenges to the conduct of clinical trials. Civil‐society organizations, members of community advisory boards and ethics committees, young persons, COVID‐19 survivors, researchers, government, and the private sector are assets for the implementation and translation of COVID‐19 related clinical trials. Adapting ethics guidelines to the socio‐cultural context of the region can facilitate achieving the aim of stakeholder engagement.

Stakeholder Distrust - A Construct in Need for Better Understanding

Stakeholder literature has only recently turned to analyzing troublesome relationships. Here we argue that this analysis can be enriched by introducing a concept that has been more prominently explored in organization studies: distrust as a distinct concept. We introduce distrust by also differentiating it from related constructs such as suspicion, negative reciprocity and conflicts. We then develop a stakeholder distrust model, whereby we differentiate the most proximate antecedents of stakeholder distrust and how such distrust manifests in distrust-induced behaviors. Following this we explore distrust dynamics, that is, how distrust between stakeholders and the focal organization emerges and develops, spreads across levels and possibly transgresses from suspicion to distrust (or from trust to distrust). Finally, we offer first insights for further research on how stakeholder distrust as a distinct concept can enrich stakeholder analysis, lead to a new perspective on stakeholder engagement practices and enable a profound discussion of stakeholder relationship dynamics.

BISTRO

The current trend toward urbanization and adoption of flexible and innovative mobility technologies will have complex and difficult-to-predict effects on urban transportation systems. Comprehensive methodological frameworks that account for the increasingly uncertain future state of the urban mobility landscape do not yet exist. Furthermore, few approaches have enabled the massive ingestion of urban data in planning tools capable of offering the flexibility of scenario-based design. This article introduces Berkeley Integrated System for Transportation Optimization (BISTRO), a new open source transportation planning decision support system that uses an agent-based simulation and optimization approach to anticipate and develop adaptive plans for possible technological disruptions and growth scenarios. The new framework was evaluated in the context of a machine learning competition hosted within Uber Technologies, Inc., in which over 400 engineers and data scientists participated. For the purposes of this competition, a benchmark model, based on the city of Sioux Falls, South Dakota, was adapted to the BISTRO framework. An important finding of this study was that in spite of rigorous analysis and testing done prior to the competition, the two top-scoring teams discovered an unbounded region of the search space, rendering the solutions largely uninterpretable for the purposes of decision-support. On the other hand, a follow-on study aimed to fix the objective function. It served to demonstrate BISTRO’s utility as a human-in-the-loop cyberphysical system: one that uses scenario-based optimization algorithms as a feedback mechanism to assist urban planners with iteratively refining objective function and constraints specification on intervention strategies. The portfolio of transportation intervention strategy alternatives eventually chosen achieves high-level regional planning goals developed through participatory stakeholder engagement practices.

Power, perspective, and privilege: The challenge of translating stakeholder theory from business management to environmental and natural resource management

Stakeholder analysis and engagement is a central tenet for understanding and solving sustainability challenges, and is applied widely in environmental and natural resource management (ENRM). The practice in ENRM follows translation of stakeholder theory from its origins in business management to the sustainability sector. In this analytical essay we explore key concepts in ENRM research and practice to examine complexities that have accompanied this translation to ENRM. In particular, we consider the centrality of stakeholders' landscape perspectives in defining their stake in ENRM issues, and through this lens examine the limitations that are inherent in the classic ‘hub-and-spoke’ model of stakeholder analysis that is the theoretical underpinning for ENRM stakeholder analysis and engagement practice. We argue that unlike the traditional business context where both power and perspective are centred on the business entity that then defines other stakeholders in reference to itself, in ENRM, stakeholder relations are centred on an ENRM issue, typically a landscape or the implications of policy change on a landscape. As a consequence, decision-making power is decentred onto one of several stakeholders; often a government or other high power entity, implicitly conferring privilege to those powerful stakeholders' landscape perspectives over those held by low power stakeholders. We conclude with priorities for foregrounding power and explicating landscape perspectives to identify privilege in ENRM. We direct these insights especially to those ENRM actors who have the dual roles of adjudicator and privileged stakeholder such that they do not inadvertently perpetuate power imbalances through the privilege of aligning their decision-making power with their landscape perspectives.

Role of awareness in strengthening the relationship between stakeholder management and project success in the construction industry of Pakistan

Project is considered to be successful when it complies by the constraints like; time, cost and budget. With the evolution of Project Management Knowledge areas, stakeholder management and engagement have become an integral part of Project Management as it imposes great threats and opportunities to a Project. Pakistan is a developing country and Infra-structure industry has gained a lot of stakeholder attention these days. Project based organizations here, strive to achieve success by incorporating best stakeholder management and engagement practices. This study aimed to measure the impact of stakeholder management on project success moderated by the awareness of stakeholder management. The study model has been quantitatively evaluated by collecting data from 300 respondents who belong to some of the major private and government construction firms of Pakistan. Structural equation modelling (SEM) has been applied using Smart PLS software after which it has been concluded that the stakeholder management positively impacts the project success and also affirms the positive moderation of awareness. The study Statistically (though SEM) concludes that on increasing stakeholder management’s Awareness of Project teams there is a positive effect on the relationship between Stakeholder management approach and project success. This result is in-line with the literature discussed in this study, which suggest that to increase the chances of project success in projects, better stakeholder management approach is required.

Stakeholder Engagement in Practice Change: Enabling Person-Centred Mealtime Experiences in Residential Care Homes.

Person-centred care is recognized as best practice in dementia care. The purpose of this study was to evaluate the effectiveness of a stakeholder engagement practice change initiative aimed at increasing the provision of person-centred mealtimes in a residential care home (RCH). A single-group, time series design was used to assess the impact of the practice change initiative on mealtime environment across four time periods (pre-intervention, 1-month, 3-month, and 6-month follow-up). Statistically significant improvements were noted in all mealtime environment scales by 6 months, including the physical environment (z = -3.06, p = 0.013), social environment (z = -3.69, p = 0.001), relationship and person-centred scale (z = -3.51, p = 0.003), and overall environment scale (z = -3.60, p = 0.002). This practice change initiative, which focused on enhancing stakeholder engagement, provided a feasible method for increasing the practice of person-centred care during mealtimes in an RCH through the application of supportive leadership, collaborative decision making, and staff engagement.

Dissemination and stakeholder engagement practices among dissemination & implementation scientists: Results from an online survey.

IntroductionThere has been an increasing focus on disseminating research findings, but less about practices specific to disseminating and engaging non-researchers. The present project sought to describe dissemination practices and engagement of stakeholders among dissemination & implementation (D&I) scientists.MethodsMethods to disseminate to and engage non-research stakeholders were assessed using an online survey sent to a broad, diverse sample of D&I scientists.ResultsSurveys were received from 210 participants. The majority of respondents were from university or research settings in the United States. (69%) or Canada (13%), representing a mix of clinical (28%) and community settings (34%). 26% had received formal training in D&I. Respondents indicated routinely engaging in a variety of dissemination-related activities, with academic journal publications (88%), conference presentations (86%), and reports to funders (74%) being the most frequent. Journal publication was identified as the most impactful on respondents’ careers (94%), but face-to-face meetings with stakeholders were rated as most impactful on practice or policy (40%). Stakeholder involvement in research was common, with clinical and community-based researchers engaging stakeholder groups in broadly similar ways, but with critical differences noted between researchers with greater seniority, those with more D&I training, those based in the United States vs. Canada, and those in community vs. clinical research settings.ConclusionsThere have been increases in stakeholder engagement, but few other practices since the 2012 survey, and some differences across subgroups. Methods to engage different stakeholders deserve more in-depth investigation. D&I researchers report substantial misalignment of incentives and behaviors related to dissemination to non-research audiences.

Rationales and practices for dynamic stakeholder engagement and disengagement. Evidence from dementia-friendly health and social care environments

Latest developments in stakeholder management literature focus on dynamic stakeholder engagement and disengagement practices, and how these are facilitated towards reaching systemic outcomes. However, limited evidence support that this network-level approach can positively influence project success. The paper analyses this issue by considering the practices (how and when), rationales (why) and outcomes (so what) that evolve in the dynamic management of external stakeholders in dementia-friendly environments. This is a crucial area to explore as the ageing population and rising dementia prevalence has increased the need to engage external stakeholders, such as people living with dementia, to develop dementia-friendly health and social environments. The empirical study of the 2013/2014 Department of Health National Dementia Capital Investment Programme involved a statistical and qualitative analysis of 98 pilot projects’ final lessons learnt reports. The analysis advances the dynamic process of timely engaging and disengaging external stakeholders in a context not previously explored in the literature related to dementia-friendly environments. Eight recurring practices and six rationales, the latter characterized by their temporal dimension, are presented in a processual model of stakeholder management.

Key issues and challenges in stakeholder engagement in sustainability reporting

Purpose This paper aims to explore the key issues and challenges that can affect the quality of stakeholder engagement processes and outcomes in relation to sustainability reporting. Design/methodology/approach Case study research was used to gain in-depth insights into the stakeholder engagement practices of three Australian local councils. Findings The findings of this study suggest that the effectiveness of stakeholder engagement can be undermined by certain difficulties and challenges faced by an organisation. These include limited resources, lack of commitment from internal stakeholders, political factors, heterogeneous concerns, inadequate representation and an unwillingness to engage. Research limitations/implications The study adds to the limited literature on stakeholder engagement in sustainability reporting specifically and on sustainability accounting and reporting in public sector organisations (PSOs) more generally. Practical implications This research provides practical guidance to government authorities on the challenges that need to be addressed to enable an effective stakeholder engagement process for sustainability reporting. Social implications Stakeholders have a critical role in holding organisations accountable and research into their engagement with these organisations has societal benefits. Originality/value This research while focused on the Australian context has international relevance as it provides unique insights into the stakeholder engagement process. The implications of this research apply to not just PSOs but also corporations that are grappling with the (difficult) process of effective engagement with stakeholders.

Dynamics of stakeholder engagement in mega transport infrastructure projects

Purpose The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs). Design/methodology/approach Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package. Findings The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP. Practical implications The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective. Originality/value The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.

The use of focus groups to foster stakeholder engagement in intercity passenger rail planning

Recent changes in the United States (U.S.) passenger rail policies have affected a number of National Railroad Passenger Corporation (Amtrak) corridors. One of the major changes is that, since the Passenger Rail Investment and Improvement Act (PRIIA) of 2008 was passed, all short-distance Amtrak corridors should become state-supported. Stakeholder and public involvement is strongly advocated by the U.S. Department of Transportation as a fundamental component of the transportation planning process and an important step to keep the public informed and engaged in decision making. Thus, states should attempt to engage the public in any funding decisions that might affect passenger rail service changes (such as line discontinuance). In addition, states should seek the input of the stakeholder and public to evaluate the alternative transportation investment options available in case such service changes occur. Nevertheless, both literature and practice of stakeholder engagement on policy making and planning of strategic operational changes and/or other broader decision making is scarce.This article presents a case study of stakeholder engagement in transportation decision making pertaining to decisions of investments in passenger rail and state and local fund allocation, using a focus group approach. This engagement aimed to (1) consult stakeholders in a group setting in an attempt to produce shared knowledge and (2) explore how the transportation investment decision-making process can incorporate public preferences and community values in a participatory manner via the assessment of potential investment directions. The goals of the study are to explore whether stakeholder engagement at a smaller-size projects and/or broader policy and planning decision making can be beneficial, and whether focus groups are suitable to facilitate such engagement.The findings verify that stakeholder involvement can provide states and other decision-makers with valuable insights on several topics supporting future policy and funding decisions. For example, in the case explored, the engagement of the stakeholders revealed that public investments towards the continuation and potentially improvement of the intercity passenger rail services are in line with the communities’ goals and are viewed as more beneficial than alternative transportation investments that can enable mobility in the area. In addition, the findings suggest that the benefits of engaging stakeholders in transportation decision making go beyond the act of gathering stakeholders’ input; focus groups or similar dynamic forums can facilitate the production of innovative ideas and shared knowledge while fostering collegiality among stakeholders. Finally, the findings of the case study also verify that focus groups can be a suitable approach to engage and consult a small group of stakeholders for higher-level transportation investment decision making. Overall, the case study results indicate that stakeholder engagement can benefit smaller-size projects and/or broader policy and planning decision making, such as decisions involving the financing of an intercity passenger rail line and investment directions towards operational changes of the line and/or alternative transportation modes and infrastructure.

Strengthening stakeholder engagement through ethics review in biomedical HIV prevention trials: opportunities and complexities.

IntroductionClinical trials of biomedical HIV prevention modalities require the cooperation of multiple stakeholders. Key stakeholders, such as community members, may have stark vulnerabilities. Consequently, calls for HIV prevention researchers to implement “stakeholder engagement” are increasingly common. Such engagement is held to benefit inter‐stakeholder relations, stakeholders themselves and the research itself. The ethics review process presents a unique opportunity to strengthen stakeholder engagement practices in HIV prevention trials. However, this is not necessarily straightforward. In this article, we consider several complexities. First, is stakeholder engagement a legitimate component of what Research Ethics Committees (RECs) should review for HIV prevention trials? Second, what are the core features of engagement that should be under ethics review? Third, what are the key practices that should be highlighted in ethics review?MethodsTo address these questions, we examined the international ethics guidelines specialized for such trials (UNAIDS 2012, UNAIDS‐AVAC GPP 2011) and directly applicable to such trials (CIOMS 2016; WHO 2011). Thematic analysis was used to code and analyse these guidelines.Results and discussionEthics guidelines support REC review of engagement. Guidance recommends that engagement be broad and inclusive; early and sustained; and dynamic and responsive. Broad engagement practices include evaluating the context, planning in writing, and resourcing. RECs should assess engagement as part of a comprehensive review, and recommend revisions where necessary. Researchers should profile key elements of engagement valued in ethics guidance, when they draft ethics submissions. Importantly, the ethics review process should not undermine the ‘dynamic responsiveness’ required for excellent engagement in this field.ConclusionsAs evidence‐informed engagement strategies emerge, these should inform the ethics submission and review process. Both parties in the review process should strive to avoid a superficial, check‐list type approach that caricatures what should be a thorough, nuanced ethics review of a rich, responsive engagement process.

The evolution of stakeholder management practices in Australian mega construction projects

PurposeThe 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/approachFour 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.FindingsProject 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/valueThis study will help academics to understand the adoption progress and status of stakeholder management methods.