Stakeholder Analysis In Projects Research Articles

A Comparative Study of Stakeholder Engagement in the Dual Education System: A Case of Germany, the United States and Kazakhstan

Stakeholder engagement in the dual education system is one of the key factors in developing a sustainable educational system. In this study, the authors aim to explore the role and responsibilities of the key stakeholders and the level of their engagementin the dual education system. The authors aim to contribute to stakeholder engagement in dual education by identifying, assessing, and prioritizing project stakeholders’ interests and influence on the education system. The paper used a case study approachand conducted semi-structured interviews with representatives of vocational schools in Kazakhstan. The case study was conducted by comparing the results of the project stakeholder analysis in the dual education systems of Germany and the United States to Kazakhstan. The semi-structured interviews were conducted with 15 experienced educators from different vocational schools in Kazakhstan. The author's analysis reveals that significant changes are necessary to the legislation in Kazakhstan to improve the dual education system.

Project Stakeholder Analysis in Temadore Bridge Construction Development

The construction of bridge is important due to its ability to link communities through land-road connection, thereby saving time and increasing productivity of those living in these areas. Therefore, this research evaluated the Temadore bridge, built to link Ternate City, Maitara land and Tidore City by road to enhance movement and reduce disparities in assessing both areas. Data were collected using the Interpretative Structural Modeling (ISM) which searched for and identified several variables according to the dependence power and driving power. The result showed that construction of bridge increased the movement of community activities and productivity, thereby leading to growth.

Project Stakeholder Analysis in Temadore Bridge Construction Development

Temadore Bridge, which connects Ternate City, Maitara Island, and Tidore City by road, is hoped that the inequality in movement to other places can be well facilitated, because it helps in terms of saving time and productivity for the people of these 3 areas. Bridge infrastructure has a positive and significant effect on economic growth. By building a bridge as a land road connection, it will facilitate and facilitate community activities in these areas. The method used is ISM (Interpretative Structural Modeling) which searches for and identifies several variables according to the priority order of the levels being analyzed. The conclusion obtained is that increasing access to mobilization in the movement of community activities supports increased growth in construction development.

Evolution modeling of stakeholder performance on relationship management in the dynamic and complex environments of megaprojects

PurposeRelationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for each stakeholder in dynamic and complex project environments are lacking. The purpose of this research is to propose an NK-network evolution model to evaluate stakeholder performance on relationship management in the development of megaprojects.Design/methodology/approachThe model input includes the stakeholder-associated issues and stakeholders' relational strategies, the co-effects of which determine the internal effects of relationship management in megaprojects. The model processing simulates the stakeholder performance of relationship management under the dynamic and complex nature of megaprojects. The NK model shows the dynamic stakeholder interactions on relationship management, whereas the network model presents the complex stakeholder structures of the relationships between stakeholders and relevant issues. The model output is the evolution graph to reveal the weak stakeholder performance on relationship management in the timeline of the project duration.FindingsThe research finding reveals that all stakeholders experience the plunge of stakeholder performance of relationship management at the decision-making moment of the planning stage. Construction, environmental and pressure groups may experience the hardship of relationship management at the start of the construction stage. The government is likely to suffer difficulties in relationship management in the late construction stage. Local industry groups would face challenges in relationship management in the middle of the construction stage and handover stage.Originality/valueThe research provides a useful approach to measuring weak moments of relationship management for each stakeholder in various project phases, considering the dynamic and complex environments of megaprojects. The proposed model extends the current knowledge body on how to make project stakeholder analysis by modelling dynamic and complex environments of megaprojects, with bridging the knowledge domains of evolution modeling techniques and network methods.

ВЗАЄМОДІЯ ЗІ СТЕЙКХОЛДЕРАМИ ЯК ФАКТОР УСПІХУ ПРОЄКТУ

The purpose of this paper is to analyze project success criteria, study the interpretation of the term "project stakeholders," define their values, study the methodology of project stakeholder analysis in close connection with the assessment of project implementation success. One of the modern management directions is the theory of interested parties, which determines the direction of the company's development, taking into account the value orientations of the company's main stakeholders. Given the uniqueness of project implementation for organizations, time constraints, and the possibility of various types of risks arising due to the dynamism of project environment, stakeholders’ influence on a project outcome is critical. That is why it is important to establish effective interaction with all the interested parties of the project for successful implementing projects. The paper highlights the criteria for project success. It is found that, in addition to compliance with the key parameters and limitations of the project, the success of the project implementation also determines the level of satisfaction of all its stakeholders. The author of the paper considered and grouped the main interpretations of the term "stakeholder" that relate to the project management. The paper also substantiates that in project management, interaction with stakeholders should be inextricably linked to the assessment of project success, which is determined by the degree of satisfaction with the value received by all interested parties when their interests are balanced. In the paper, the author considered effective tools that help with the identification, analysis, and active involvement of stakeholders, who contribute to the effective implementation of the project, the achievement of its goals and results, ensuring the satisfaction of all interested parties and achieving its success. In addition, the main advantages that are achieved due to the establishment of effective interaction with project stakeholders are highlighted.

Reimaging stakeholder analysis in project management: network theory and fuzzy logic applications

PurposeThe methods presently used for project stakeholder analysis have typically followed two distinct patterns: (1) a project-centric approach that places a project at the center, and subsequently, concentrates on dyadic relationships between the project and its stakeholders; (2) a network theory-based approach that emphasizes on the interconnections within the network of project stakeholders. The main contention of this study is built upon the premise that neither the sole analysis of dyadic relationships between a project and its stakeholders nor the stand-alone use of the network theory methods is adequate for reliable analysis of stakeholders.Design/methodology/approachThis article proposes a model that bases the salience of stakeholders on their relationships with the project as well as on their interdependencies in the project. In doing so, this work explores the potential of a Fuzzy Inference System (FIS) to provide a comprehensive picture of stakeholder analysis. Using a real-world biodiversity project, this paper analyses the project stakeholders based on their possession of various attributes as well as the extent to which each individual stakeholder influences the entire connected network of all stakeholders.FindingsA salient feature of the proposed FIS model is its ability to provide a high capacity for analyzing the results. The model is able to generate the input–output relationship surface view for stakeholder analysis. Further, unlike the traditional project stakeholder analysis methods that are linear, the proposed model is strongly nonlinear. This implies that change in the input variables of the fuzzy-based model is not expected to lead to a proportional change in the model output.Practical implicationsTwo practical implications can be drawn from the presented stakeholder analysis model. First, confronted with mounting pressure to understand the stakeholder environment and to effectively manage stakeholders, project managers need to establish a sound stakeholder management strategy. The stakeholder analysis model developed herein casts a wider net for the critical ranking of stakeholders in a project, thereby providing a more accurate prioritization of the stakeholders. Second, while stakeholders independently require managerial attention, understanding the effect of competing and cooperative stakeholder interactions are unarguably of great importance. The presented model prompts the project managers to recognize not only the influence of key stakeholders on the project but also the interactions of multiple stakeholders within the stakeholder network.Originality/valueThe proposed stakeholder analysis model possesses several desirable features. First, it is not constrained to capturing only stakeholder attributes discussed in the example project provided in this study. The model is flexible and adaptable to all business and management contexts. Second, the stakeholder mapping in the model is not a function of a sole attribute but rather a cumulative effect of multiple stakeholder attributes. In fact, the power of the suggested model lies in its ability to incorporate the three aspects of stakeholder theory into a single model. Third, the presented model builds a quantitative and qualitative picture of the stakeholder salience. The suggested FIS model is capable of processing both qualitative perception of stakeholder attributes and quantitative analysis of the network of stakeholder interactions. This allows for a more comprehensive and synergistic utilization of model inputs.

Advancing project stakeholder analysis by the concept ‘shadows of the context’

The paper contributes to the theoretical debate on stakeholder management within project-oriented organizations. Despite acknowledging that ‘no project is an island’, project management theory (being originally a child of Scientific Management) has drawn on reductionism, i.e. the practice of simplifying the description of a complex phenomenon in order to better grasp it. Project stakeholder management theory has been heavily influenced by this approach, and the unintended consequence is that the simplicity of the stakeholder conceptualization makes it difficult for project representatives to predict stakeholder behavior. In the paper, we suggest the concept ‘shadows of the context’ as a substitute for narrow perceptions of ‘What's in it for me?’. Advantages and disadvantages of a reductionist approach versus the richer and more profound and holistic ‘shadows of the context’ approach within stakeholder analysis are discussed. The paper also celebrates Prof. J. Rodney Turner's significant influences within the project management field.

Project stakeholder analysis as an environmental interpretation process

International projects face a variety of pressures from their uncertain and complex external stakeholder environments. In order to reduce uncertainty, a project management team builds up interpretations about their environment by conducting stakeholder analysis. This study aims to examine the interpretation processes, through which project management teams come to know their external stakeholder environment. The point of departure for the study is Daft and Weick’s (1984) typology about organizational interpretation modes. The paper identifies and describes distinctive interpretation modes of external stakeholder environments in four international projects. The interpretation modes differ in their stakeholder analysis characteristics. The project managers’ beliefs about the stakeholder environment and the project’s intrusiveness towards its stakeholder environment are hypothesized to be associated with the identified differences in the interpretation modes.

Stakeholder analysis in projects: Challenges in using current guidelines in the real world

The authors of this paper investigated the usability of current guidelines regarding stakeholder analysis by letting four project managers apply the guidelines to their renewal projects. The project managers found several challenges in using the guidelines. Especially, the guidelines lack clarity regarding (a) how to identify stakeholders and determine their importance and (b) how to reveal stakeholders’ expectations. Further, the application revealed that the project manager may not have the skills or the resources required to carry out the tasks involved in making the necessary inquiries. Therefore, the stakeholder analysis may be based on superficial rather than deep knowledge. It seems that the current guidelines should be considered as a conceptual framework rather than instructions on how to do a real world stakeholder analysis.