Stakeholder Relationship Management Research Articles

EFFECTIVE STAKEHOLDER RELATIONSHIP MANAGEMENT IN THE OIL & GAS SECTOR: A CONCEPTUAL AND REVIEW PERSPECTIVE

Effective stakeholder relationship management (SRM) is imperative for the sustainable operation of companies within the oil and gas sector. This review provides a conceptual framework and review perspective on the strategies, challenges, and outcomes associated with SRM in this industry. The oil and gas sector operates within a complex web of stakeholders including governments, local communities, investors, employees, suppliers, and environmental organizations. Building and maintaining positive relationships with these stakeholders are essential for securing operational licenses, maintaining social license to operate, and fostering a conducive environment for business continuity. Drawing from existing literature, this review elucidates the key components of effective SRM in the oil and gas sector. Firstly, proactive engagement and communication emerge as fundamental strategies. Companies need to identify stakeholders, understand their interests and concerns, and engage with them transparently and consistently throughout project lifecycles. Secondly, fostering mutual value creation is crucial. Companies must seek win-win solutions that align their business objectives with stakeholders’ interests, thereby promoting long-term partnerships and trust. Thirdly, robust grievance mechanisms are necessary to address conflicts and grievances promptly and fairly, preventing escalation into legal or reputational crises. Despite its importance, SRM in the oil and gas sector faces several challenges. These include inherent power imbalances between companies and stakeholders, socio-political tensions in resource-rich regions, and the dynamic nature of stakeholder expectations. Additionally, the sector operates in a volatile market environment characterized by fluctuating oil prices and regulatory uncertainties, further complicating SRM efforts. The outcomes of effective SRM in the oil and gas sector are multifaceted. Beyond mitigating operational risks and enhancing reputational capital, it contributes to fostering social license to operate, facilitating access to capital and talent, and promoting sustainable development in host communities. Effective SRM in the oil and gas sector requires a proactive, value-driven, and adaptive approach. By integrating stakeholder considerations into strategic decision-making processes, companies can navigate complex socio-political landscapes, mitigate risks, and create shared value for all stakeholders involved.
 Keywords: Management, Oil and Gas, Conceptual, Perspective, Relationship.

The Effect of Legal Uncertainties on the Pharmaceutical Industry

The pharmaceutical industry operates under stringent legal frameworks that are subject to frequent changes and interpretations, creating a landscape riddled with uncertainties. These uncertainties can impede strategic decision-making, regulatory compliance, and stakeholder engagement. This study aims to elucidate the effects of legal uncertainties on the operational, strategic, and interpersonal facets of the pharmaceutical industry, offering insights into how companies navigate these challenges. A qualitative research design was utilized, involving semi-structured interviews with 28 professionals from various sectors of the pharmaceutical industry, including regulatory affairs, R&D, legal, and corporate governance. Theoretical saturation was achieved to ensure comprehensive coverage of the topic. Data were analyzed using NVivo software to perform thematic analysis, allowing for the identification and exploration of recurring themes and concepts within the collected data. The analysis revealed three main themes: Regulatory Compliance Challenges, Strategic Decision-Making, and Stakeholder Perceptions and Reactions. Regulatory Compliance Challenges included subthemes such as Licensing Processes, Legal Risk Management, and Impact on R&D. Strategic Decision-Making covered Market Entry Strategies, Product Life Cycle Management, Investment Uncertainty, and Corporate Governance. Stakeholder Perceptions and Reactions encompassed Industry Reputation, Regulatory Relationships, and Employee Impact. Each category was populated with specific concepts illustrating the pervasive and varied impact of legal uncertainties. Legal uncertainties significantly influence various dimensions of the pharmaceutical industry. Effective navigation of these uncertainties requires robust compliance structures, proactive strategic planning, and vigilant management of stakeholder relationships. By understanding and addressing these challenges, pharmaceutical companies can enhance their resilience against legal risks and better support their operational and strategic objectives.

Management knowledge and sustainability reporting in SMEs: The role of perceived benefit and stakeholder pressure

The paper achieves three specific objectives. First, it examines the effect of sustainability knowledge on sustainability reporting. Second, the mediating role of perceived benefit in the nexus between sustainability knowledge and sustainability reporting is assessed. Finally, it examines the moderating role of stakeholder pressure in the relationship between perceived benefit and sustainability reporting. The study adopted the cross sectional research design and survey approach. The data was collected using a structured questionnaire. The population was the Small and Medium Enterprises in Ghana and the target respondents were key decision-makers of firms. 258 respondents formed the sample size. Structural Equation Modeling (SEM) was used to analyze the data. The study found statistically insignificant positive effect of sustainability knowledge on sustainability reporting. Moreover, perceived benefit was found to fully mediate the nexus between sustainability knowledge and sustainability reporting. Finally, stakeholder pressure was found to positively moderate the relationship between perceived benefit and sustainability reporting. In light of the study's findings, SMEs management should disclose environmental, social, and economic information in financial statements and similar reports. Moreover, managers of firms should enhance stakeholder relationship management by considering stakeholders' environmental, social, and economic concerns in strategy formulation. Governments' should motivate SMEs to make environmental, social and economic disclosures which are beyond their primary objective.

Organizational culture and management practices at technical vocational education and training colleges

<span lang="EN-US">Building an effective organizational culture of high performance has proven to be elusive amongst strategic and operational managers of selected public technical vocational education and training (TVET) colleges in the Gauteng province in the post-merger period of 2007 to 2010. Poor organizational culture demonstrated by a lack of the Ubuntu principles of humanness and teamwork; management inefficiency and instability undermined the role of public TVET colleges in the Gauteng province, South Africa. The identified knowledge gap is a paucity of information on how the values of Ubuntu are infused into management practices to improve organizational management practices. A mixed methods research approach that adopted multiple case studies, unstructured interviews and survey questionnaires was undertaken to assess an organizational culture and management practices by strategic and operational managers, and lecturers at selected public TVET colleges. Descriptive statistical and thematic analyses were employed to generate, interpret, and analyze the findings from participating managers and lecturers. The findings revealed the need to re-purpose public TVET colleges in South Africa to align with the strategic priorities and goals of the National Development Plan: Vision 2030. Strategic and operational managers should also be capacitated with stakeholder relations building and management skills to create student workplace opportunities with businesses and industries.</span>

Functional Conflicts in Tourist Coastal Resort Cities with Special Spa Status in Poland. The Stakeholder Approach

This study aims to identify and analyse the potential conflicts of tourism, resort and residents’ functions based on coastal resort cities of the highest importance in Poland (Sopot, Ustka, Kołobrzeg, Świnoujście). Coastal health resorts are specific urban units where tourist and resort functions provided under high environmental restrictions dominate the primary urban function typically focused on social and resident matters. Coastal resort cities attract tourists heavily. Hence, such cities must deal with varied stakeholder expectations. This may lead to conflicts in sustainable urban development.
 The analysis considers the stakeholder perspective regarding the occurrence of various conflicts. Different research methods have been used, including case studies and stakeholder analysis based on the salience model and classifying stakeholders into homogenous groups with the attributes assigned.
 The diverse and often divergent needs of stakeholders in coastal cities require a specific approach to developing such urban units, including stakeholder relationship management. A method used for the resort stakeholder analysis is based on classical stakeholder classification proposed by Mitchel, Agle and Wood (1997).
 The nature of functions performed in resort cities naturally lead to internal and developmental conflicts. However, based on an assessment of attributes assigned their evaluation across key stakeholder groups, the study results show that these conflicts occurred dormant in studied cities.
 The research methods used, an approach taken, and results achieved can be successfully used by decision-makers responsible for urban development to identify and manage potential conflicts deriving from diversified expectations of urban stakeholders or conflicting urban functions.
 The article is of an international character and might be used to various aspects of city management, as it combines stakeholder management approach with urban development and potential function conflicts.

Robust practices for managing maritime supply chain risks: A survey of Nigeria’s seaports

Managing risks is crucial for efficient and resilient maritime supply chain. For Nigeria’s seaports, the sources of supply chain risks and the best practices for managing them is yet to be sufficiently understood. This paper leveraged the experiences of 67 seaport operators, cargo owners, and shipping professionals in Nigeria to delineate the robust practices in managing supply chain risks. Data collection was via the structured questionnaire and analysed descriptively. Results identified nine main sources of seaport supply chain risks with congestion within port terminals ranked the highest. In addition, six practices were considered as robust for managing seaport supply chain risks: Developing risk feedback mechanism; frequent risk assessment; risk mitigation documentation; keeping records of disruption incidents; regular cargo status update; and better stakeholder relationship management. We recommend that increased level of investment in port digital technologies and regular capacity building in supply chain risk management could be provide the relevant intervention for resilient seaport operations in Nigeria.

Stakeholder management challenges in a health-care medical device project in India – an SME perspective

Learning outcomes The learning outcomes are as follows: understanding the impact on company growth through identification and alignment of stakeholder priorities in a project for SME in an emerging market; analyzing the impact of stakeholder alignment and relationship management on the project outcome; and evaluating the importance of Stakeholder Management for effective Project Management. Case overview/synopsis The case of ‘Hospedia Medicare,’ a medical device manufacturing company based in India, was started by a family involved in the medical devices business for over two decades. The company began operations in a new avatar and focused on one medical device or product by 2013. The product was designed with quality features to solve customer problems, making the cost relatively high compared to other domestic peers. Creating new product lines or updating the existing product attributes was imperative for the company to attain its growth objectives. The protagonist was dealing with a dilemma involving managing various stakeholders, aligning the project scope to create a growth story for the company in line with its vision and managing the stakeholders by understanding and analyzing their needs, expectations and interest, thus influencing the project outcome. The case can be used by instructors to identify, understand and evaluate the importance of different stakeholders on project outcome or success. Furthermore, it can be used to analyze and critique the impact of stakeholders on project scope, which can affect the long-term sustainability of the company, as different stakeholders have different expectations and needs. The case also details how regular communication, collaboration and awareness became essential for the project's success. Lack of an effective engagement strategy at the project planning stage can have risks concerning cost and achieving the overall vision, which creates a positive outcome for all the stakeholders. Complexity academic level The case study can be introduced to graduate and undergraduate students to reflect on and critique the importance of Stakeholder Management in Project Management. It can be used for, entrepreneurship, project management, operations and strategy, particularly emphasizing for small and medium enterprises (SMEs). Supplementary material Teaching notes are available for educators only. Subject code CSS 9: Operations and Logistics.

Implementation and Evaluation of a Selected CRM Tool for the Stakeholder Relationship Management in an Innovative Project

Abstract The article presents the framework for the implementation process of HubSpot customer relationship management (CRM) software in a selected innovation project conducted by a student-run non-profit organisation, as the basis for the project's stakeholder relationship management. The purpose of the article is to assess the impact of the implemented software on the project's stakeholder relationship management, with a particular focus on communication with internal and external stakeholders. The motivation for introducing the concept of stakeholder relationship management in the studied organisation included the growing number of students involved in the project, increasing financial needs and, consequently, a growing group of stakeholders supporting the innovative project. This led to the need for the project's stakeholder relationship management concept and greater operationalisation of the student organisation's activities. HubSpot CRM software was chosen for its functionality and accessibility for non-profit organisations. This article presents a case study of the Innovative Student Project and the results of a survey of project members to assess internal communication and information flow between project members and key stakeholders after implementation of the CRM system. It was assumed that the evaluation of communication from the perspective of project members would be an appropriate measure of the benefits of the implemented solution as it is difficult to assess other dimensions of stakeholder cooperation at the initial stage. The main perceived benefits were the professionalization of team activities and uniformity of management practices across the project, clear categorisation of stakeholders, improved information flow within the project, and communication with sponsors. It was also shown that student organisations can introduce solutions dedicated to enterprises and implement the concept of stakeholder relationship management to increase the effectiveness of support acquisition and develop innovative projects.

VUCA Factors Influencing Stakeholder Relationship Management Development: A Systematic Literature Review

Abstract The term VUCA (volatility – uncertainty – complexity – ambiguity) accurately describes nowadays’ high pace society in which changes reshape organisational management structures and impact stakeholder relationship management networks. As such, the influence of the VUCA phenomenon demands a closer evaluation in some of the industries where it had a high impact. This paper aims to provide the reader with a systematic literature review on the VUCA aspects which influence the development of stakeholder relationship management in specific industries, as well as provide a list of factors that influence organisational management evolution. The papers in scope for this study were selected if they considered the perceived impact stemming from VUCA factors. For this purpose, over 40 academic studies have been identified and analysed against inclusion and exclusion criteria. The results indicate that engineering education, leadership adaptability and resilience, learning agility, culture of innovation, systemic approaches, and the ability of businesses to drive excellence are some of the most highlighted aspects which can weigh a heavy influence on the development of stakeholder relationship management. Moreover, there is further need for further research into how methods and frameworks react to VUCA effects across industries.

How does dividend payout affect corporate social responsibility? A channel analysis

We find that dividend paying firms demonstrate superior corporate social responsibility (CSR) performance in the subsequent year than non-paying firms. This effect can be explained by stakeholder relationship management through CSR, as dividend payout reflects the inherent conflict between shareholders and stakeholders. Specifically, for dividend payers, we find an increase in CSR performance after states adopt constituency statutes which encourage board’s attention on stakeholders, supporting a causal inference of the stakeholder relationship management’s effect on CSR. The increase in dividend payers’ CSR around the constituency statute adoption is more pronounced when management is friendlier to CSR, which lends further support for the stakeholder relationship management channel. We find no support for the short-termism view of dividends or the notion that CSR is solely an outcome of agency problems within firms. In conclusion, our findings suggest that dividend payout serves as a mechanism for balancing shareholder and stakeholder interests, leading to improved CSR performance among dividend-paying firms.

Influence of Stakeholder Engagement on Sustainability of Donor Funded Projects in the Health Sector in Kenya

Purpose: The study sought to find out the influence of stakeholder engagement on the sustainability of donor funded projects in the health sector in Kenya.
 Methodology: This study used a mixed method research design where both quantitative and qualitative data were collected, then analyzed, and conclusions drawn. The research design used was explanatory. The target population was 700 employees drawn from various stakeholders in the health sector. The study adopted stratified, purposive, and simple random sampling techniques to select a sample of 230 respondents. The study used questionnaires to collect primary data. The data was analyzed using the Statistical Package for Social Sciences (SPSS) version 27. Both descriptive and inferential statistics were computed. The data was presented using Tables.
 Findings: The study found out that there exists a relationship between stakeholder engagement and sustainability of donor funded projects in the health sector in Kenya. The statistical results of coefficients showed that the legal and regulatory framework moderates the relationship between stakeholder engagement and sustainability of donor funded projects in the health sector in Kenya. The study therefore concludes that an improvement in stakeholder engagement will lead to an improvement in sustainability of donor funded projects in the health sector in Kenya.
 Unique Contribution to Theory, Practice and Policy: The study was anchored on Ladder of Participation Model. The study therefore recommends that the health sector in Kenya should work towards strengthening the frameworks for stakeholder engagement in the health-related projects if sustainability of the projects must be attained. There is great need to review and ensure stakeholder relationship management, stakeholder participation in decision making of key activities as well as ensure avenues to enable stakeholders actively participate in project activities across the entire project life cycle. The study recommends stakeholder mapping to be done based on meritocracy. The study recommends that the legal and regulatory framework around the stakeholder engagement should be strengthened to ensure compliance.

Influence of Stakeholder Engagement on Sustainability of Donor Funded Projects in the Health Sector in Kenya

Purpose: The study sought to find out the influence of stakeholder engagement on the sustainability of donor funded projects in the health sector in Kenya.
 Methodology: This study used a mixed method research design where both quantitative and qualitative data were collected, then analyzed, and conclusions drawn. The research design used was explanatory. The target population was 700 employees drawn from various stakeholders in the health sector. The study adopted stratified, purposive, and simple random sampling techniques to select a sample of 230 respondents. The study used questionnaires to collect primary data. The data was analyzed using the Statistical Package for Social Sciences (SPSS) version 27. Both descriptive and inferential statistics were computed. The data was presented using Tables.
 Findings: The study found out that there exists a relationship between stakeholder engagement and sustainability of donor funded projects in the health sector in Kenya. The statistical results of coefficients showed that the legal and regulatory framework moderates the relationship between stakeholder engagement and sustainability of donor funded projects in the health sector in Kenya. The study therefore concludes that an improvement in stakeholder engagement will lead to an improvement in sustainability of donor funded projects in the health sector in Kenya.
 Unique Contribution to Theory, Practice and Policy: The study was anchored on Ladder of Participation Model. The study therefore recommends that the health sector in Kenya should work towards strengthening the frameworks for stakeholder engagement in the health-related projects if sustainability of the projects must be attained. There is great need to review and ensure stakeholder relationship management, stakeholder participation in decision making of key activities as well as ensure avenues to enable stakeholders actively participate in project activities across the entire project life cycle. The study recommends stakeholder mapping to be done based on meritocracy. The study recommends that the legal and regulatory framework around the stakeholder engagement should be strengthened to ensure compliance.

Managing end-user participation for the adoption of digital livestock technologies: expectations, performance, relationships, and support

ABSTRACT Purpose End-user participation is often encouraged to promote the uptake of Digital Livestock Technologies (DLTs). However, managing participation during DLT development can be challenging. We explore how participation decisions can impact end-users’ engagement and attitudes towards the process, before suggesting strategies for improved management of the participation process. Methodology We explored the experiences of end-users (e.g. farmers and farm assessors) and other stakeholders (e.g. developers, researchers, industry) involved in the development and testing of DLTs on UK farms, using semi-structured, in-depth interviews (N = 31). Findings Participation can help develop technologies that better align with users’ needs, promote learning, and encourage feelings of ownership. However, participation can be a double-edged sword. Inadequate levels of involvement, management of stakeholder relationships and expectations, and available support can negatively impact end-users’ engagement and attitudes. Practical implications Our study highlights the importance of understanding how management decisions during the participatory development of DLTs can influence the engagement and attitudes of end-users towards the process. Theoretical implications The study contributes to the participation literature in agriculture and demonstrates the importance of using a critical lens to avoid making normative assumptions that participation necessarily promotes uptake in a linear, uncomplicated fashion. Originality/Value Participation is seen as key for technology adoption. However, the potential downsides of participation have received less attention in relation to the engagement of end-users in the process.

An axe to grind: Family outsiders and firms doing good

AbstractResearch Question/IssueThis paper examines the relationship between having nonfamily members (i.e., family outsiders) as board chairs and corporate philanthropy.Research Findings/InsightsIn a hand‐collected dataset of Chinese family firms, we find that firms invest less in philanthropy when the board chair is a nonfamily member. However, this impact is mitigated when the chair's discretion is restricted, as in highly visible firms or firms controlled by the founding family. The negative relation between nonfamily chairs and corporate philanthropy is also weaker when the interest of chairs is more aligned with that of the controlling family, where chairs are inside‐promoted or members of founding team, when board chairs and the families have more goal consistency, when stakeholders have higher demands for corporate social responsibility or investors care less about profitability. Further analysis shows that nonfamily chairs help firms reduce overinvestment in philanthropy, the board chair has a more salient effect than the CEO on philanthropic giving, and the results are not driven by expropriation issues of the controlling family.Theoretical/Academic ImplicationsOur study highlights the heterogeneity of board chairs in family firms, board chair's significant influence on a firm's social performance, and the agency problem related with the board chair, which are all underexplored topics in prior literature.Practitioner/Policy ImplicationsOur evidence offers insights to practitioners about the impact of board chairs on corporate philanthropy. Family firms need pay attention to the recruitment of board chairs and hold a comprehensive view of family firm professionalization as a nonfamily board chair might negatively affect firms' stakeholder relationship management but bring benefits by mitigating excess philanthropic activities. Besides, practitioners shall be aware of agency problems originating from board chairs. Incentives or monitoring over chairs might be useful to address potential conflicts of interest.

The Effects of the Stakeholders Relationship Management during Pandemic

Partner management, partner relationship management examines have a significant spot in writing. We looked for their effect on organization performance through the Employee and Social parts of Company Evaluation interceding factors in Covid-19. Laborers were chosen to accomplish the objectives of the examination. Employees hold and as they are the internal stakeholders. Thus, it becomes necessary to explore their effect in stakeholder relationship management on organizational efficiency, which is highly competitive. The staff was essential to cover the organization’s accomplishments. If they functioned as a gathering, the impact might be exceptional. The organization’s management would comprehend the workers’ prerequisites and aspirations, and a management style of advanced organization systems was resolved. It was found from the investigation that inside partner relationship management framework is organizational performance. Via the eyes of European multinational organizations, the thesis examines the relationship between corporate social responsibility (CSR) and organizational success. Furthermore, the study investigates the role of corporate reputation as a moderator in the CSR-organizational performance linkages. The final data set included 340 responses from senior executives/managers at European multinational corporations.

Stakeholders Management Indicators: The Business Sustainability Inference

The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson’s product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders’ interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability

Metamodern model for managing stakeholder relationships in non-profit organisations

It is posited that this article is an important theoretical addition in the field of strategic communication as it seeks to eradicate the conceptual tension between the two dominant discourses, namely modernist and postmodernist explanations of how organisations should manage stakeholder relationships. Modernists believe in a single truth, accept metanarratives and believe that grand theory represents knowledge and can explain everything, whilst postmodernists reject the absolute standards and grand theories typical of modernism in favour of awareness and tolerance of differences, ambiguity and conflict. This article links these two perspectives in a new metamodern model for stakeholder relationship management, aimed specifically at the South African non-profit sector. A conceptual theoretical framework was developed and tested by means of exploratory qualitative and interpretative research through interviews with senior management in the non-profit sector. The findings suggest that a metamodern perspective requires constant negotiation between modernism and postmodernism. We also highlight the need for formaltraining in stakeholder relationship management. This entails adopting a micro-perspective by regularly identifying current strategic issues, mapping the stakeholders involved and linking them to these issues, and designing focused communication strategies to manage stakeholder relationships. The main research implications are that stakeholder relationship management is afunction which should not simply be delegated to the communication specialist, and that it should be practised from a metamodern perspective and not a modernistic or postmodern perspective. The originality and value of this research initiative lies in the development of a metamodern model for stakeholder relationship management for the non-profit sector which has been proposed and tested in practice.

The role of trust in family business stakeholder relationships: A systematic literature review

An increasing number of studies emphasize the importance of trust between family businesses and their stakeholders. Surprisingly, family business research still lacks a comprehensive understanding of the role of trust in stakeholder relationships; whereas another field—that of organizational behavior—has examined trust-building in depth. Thus, in order to identify specific research gaps and to determine future research directions, we systematically review the literature on trust in the field of family business, as well as in organizational behavior research. Both streams pursue different, hence complementary, approaches in terms of the type of trusting stakeholders, theory building, nomological network (antecedents, components and consequences of trust), level of analysis and type of trust. Whilst family business research maintains a focus on the consequences of trust, organizational behavior focuses rather on its components. We formulate a set of propositions and future research questions as to how insights from organizational behavior research can help to fill existing research gaps and advance our understanding of trust in the management of family business stakeholder relationships.

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.

Moving the stakeholder journey forward.

Though the customer journey (CJ) is gaining traction, its limited customer focus overlooks the dynamics characterizing other stakeholders’ (e.g., employees’/suppliers’) journeys, thus calling for an extension to the stakeholder journey (SJ). Addressing this gap, we advance the SJ, which covers any stakeholder’s journey with the firm. We argue that firms’ consideration of the SJ, defined as a stakeholder’s trajectory of role-related touchpoints and activities, enacted through stakeholder engagement, that collectively shape the stakeholder experience with the firm, enhances their stakeholder relationship management and performance outcomes. We also view the SJ in a network of intersecting journeys that are characterized by interdependence theory’s structural tenets of stakeholder control, covariation of interest, mutuality of dependence, information availability, and temporal journey structure, which we view to impact stakeholders’ journey-based engagement and experience, as formalized in a set of Propositions. We conclude with theoretical (e.g., further research) and practical (e.g., SJ design/management) implications.