scholarly journals External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective

2019 ◽  
Vol 50 (6) ◽  
pp. 625-640 ◽  
Author(s):  
Johan Ninan ◽  
Ashwin Mahalingam ◽  
Stewart Clegg
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Project Team ◽  
Power Dynamics ◽  
Resource Base ◽  
Strategic Action ◽  
Organizational Power ◽  
External Stakeholder ◽  
External Stakeholders

Megaprojects involve managing external stakeholders with diverse interests. Using an Indian megaproject case study, we discuss how the project managed external stakeholders through strategies such as: persuasion, deputation, give and take, extra work for stakeholders, and flexibility. Drawing from theories and frameworks of power, we explain how these strategies emerge through a process of tactical clustering. We also analyze the resources available to the project team—such as recruitment discretion, government backing, and fund discretion—that influence these power dynamics and enable these strategies. We posit that changes in the resource base can significantly affect strategic action and, in turn, megaproject outcomes.

scholarly journals Power and Strategies in the External Stakeholder Management of Megaprojects: A Circuitry Framework

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Johan Ninan ◽  
Ashwin Mahalingam ◽  
Stewart Clegg
Keyword(s):  
News Media ◽  
Stakeholder Management ◽  
Structured Interviews ◽  
Organizational Power ◽  
External Stakeholder ◽  
User Comments ◽  
Qualitative Research Methodology ◽  
External Stakeholders ◽  
Internal Stakeholders

Infrastructure megaprojects can cause considerable inconvenience to external stakeholders such as project communities, stakeholders in lands and stakeholders in existing services. Managing these external stakeholders is difficult as they interact with the project across permeable boundaries, are unaccountable to the requirements of the project and cannot be governed with contractual instruments or conformance to standards, as is the case with internal stakeholders. Hence the project team must resort to other strategies to manage these stakeholders. There is at present little other than scattered accounts of the use of these strategies in the literature. What is missing is a framework to explain how such strategies work to manage external stakeholders. We use organizational power theories drawn from frameworks stressing both the dimensions and the circuits of power to understand how strategy and power interact in the process of managing external stakeholders. This research uses the case study of a metro rail project in India compiled from 30 semi-structured interviews, 168 news media articles along with their 446 user comments, and 640 social media tweets along with 435 community comments. Using a qualitative research methodology, we highlight relations of persuading, framing and hegemonizing strategies employed for managing the external stakeholders in the project. Covert power-based framing and hegemonizing strategies shape the visible overt power-based persuading strategies employed to manage external stakeholders.

Project Managers’ Competences in Managing Project Closing

2019 ◽  
Vol 50 (3) ◽  
pp. 361-375 ◽  
Author(s):  
Qi Wen ◽  
Maoshan Qiang
Keyword(s):  
Structural Equation ◽  
Career Planning ◽  
Stakeholder Management ◽  
Project Managers ◽  
Project Team ◽  
Equation Modeling ◽  
Team Leaders ◽  
External Stakeholder ◽  
Management Leadership ◽  
Practical Implications

Closing is a strategic but frequently overlooked project phase, in which project managers play pivotal roles as project team leaders. This study pinpoints project managers’ competences underpinning the effective management of project closing, defined as project managers’ closing competence (PMCC). A conceptual model of how PMCC contributes to project closing performance (PCP) was developed from related literature. Based on questionnaire data from 163 project management practitioners, partial least squares structural equation modeling (PLS-SEM) was employed to test the model and identify the most influential PMCC dimensions and indicators. The results reveal four PMCC dimensions (i.e., knowledge and skills, external stakeholder management, leadership in project team, and organization-level ability) significantly affecting PCP. The PLS-SEM results also quantify the relative importance of the indicators in each PMCC dimension. Comparing the findings with recent literature, we found that risk awareness, closing contract relationships, helping staff with career planning, participating in project closing decisions, and obtaining support from other departments are crucial aspects of PMCC that deserve more attention in research and practice. The findings heed the call for identifying competences according to project tasks, and operationalize PMCC and PCP into detailed indicators. The proposed PMCC framework also provides practical implications for project manager evaluation and selection.

A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits

2012 ◽  
Vol 3 (2) ◽  
pp. 21-37 ◽  
Author(s):  
Hans Petter Krane ◽  
Asbjørn Rolstadås ◽  
Nils O.E. Olsson
Keyword(s):  
Case Studies ◽  
Stakeholder Management ◽  
Media Attention ◽  
Project Documentation ◽  
External Stakeholders ◽  
Project Uncertainty

The influence of stakeholders and stakeholder management on project uncertainty is examined, and particularly uncertainty regarding functionality delivered by projects. The case studies, two projects in the Norwegian Rail Authority (Jernbaneverket), included interviews with representatives of internal and external stakeholders and also examination of project documentation. In addition, conflicts and use of power between stakeholders in the projects were studied. The projects actively managed relations with external stakeholders, thereby reducing the risks of negative media attention and neighbour disputes, and also cost and time overruns that such disputes may cause. Both of the projects focused on risk reductions regarding costs and time schedules, and less on the functionality delivered by the project. While mastering potential conflicts with external stakeholders well, the largest project appears to have handled internal disputes less convincingly. The smaller project handled internal disputes well, but experienced problems concerning both costs and time schedules.

E-Government Implementation

2011 ◽  
pp. 1832-1860
Author(s):  
Chee-Wee Lim ◽  
Eric T.K. Tan ◽  
Shan-Ling Pan
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Control Mechanisms ◽  
Management Philosophy ◽  
Administrative Management ◽  
Stakeholder Interests ◽  
Stakeholder Perspective ◽  
Different Characteristics ◽  
And Control

As e-government becomes increasingly pervasive in modern public administrative management, its influence on organizations and individuals has become hard to ignore. It is therefore timely and relevant to examine e-governance—the fundamental mission of e-government. By adopting a stakeholder perspective and coming from the strategic orientation of control and collaboration management philosophy, this study approaches the topic of e-governance in e-government from the three critical aspects of stakeholder management: (1) identification of stakeholders, (2) recognition of differing interests among stakeholders, and (3) how an organization caters to and furthers these interests. Findings from the case study allow us to identify four important groups of stakeholders known as the Engineers, Dissidents, Seasoners, and Skeptics who possess vastly different characteristics and varying levels of acceptance of and commitment towards the e-filing paradigm. Accordingly, four corresponding management strategies with varying degrees of collaboration and control mechanisms are devised in the bid to align these stakeholder interests such that their participation in e-government can be leveraged by public organizations to achieve competitive advantage.

E-Government Implementation

2009 ◽  
pp. 60-88 ◽  
Author(s):  
Eric T.K. Lim ◽  
Chee-Wee Tan ◽  
Shan-Ling Pan
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Control Mechanisms ◽  
Management Philosophy ◽  
Administrative Management ◽  
Stakeholder Interests ◽  
Stakeholder Perspective ◽  
Different Characteristics ◽  
And Control

As e-government becomes increasingly pervasive in modern public administrative management, its influence on organizations and individuals has become hard to ignore. It is therefore timely and relevant to examine e-governance—the fundamental mission of e-government. By adopting a stakeholder perspective and coming from the strategic orientation of control and collaboration management philosophy, this study approaches the topic of e-governance in e-government from the three critical aspects of stakeholder management: (1) identification of stakeholders, (2) recognition of differing interests among stakeholders, and (3) how an organization caters to and furthers these interests. Findings from the case study allow us to identify four important groups of stakeholders known as the Engineers, Dissidents, Seasoners, and Skeptics who possess vastly different characteristics and varying levels of acceptance of and commitment towards the e-filing paradigm. Accordingly, four corresponding management strategies with varying degrees of collaboration and control mechanisms are devised in the bid to align these stakeholder interests such that their participation in e-government can be leveraged by public organizations to achieve competitive advantage.

Generic Stakeholder Management Strategies

2019 ◽  
Author(s):  
Mathilda van Niekerk ◽  
Donald Getz
Keyword(s):  
Swot Analysis ◽  
Planning Process ◽  
Stakeholder Management ◽  
Management Strategies ◽  
External Stakeholders ◽  
Planning Technique

A continuous planning process for stakeholder management is described. To get started, and even for organizations already engaged with stakeholders, a set of questions is provided concerning internal and external stakeholders. A SWOT analysis might help, looking at the strengths, weaknesses, opportunities and threats attached to each stakeholder or type of stakeholder. A third planning technique is stakeholder mapping, described for both internal and external use. A number of generic approaches to formulating strategy are reviewed, and they each take a somewhat different approach to classifying stakeholders and identifying appropriate strategies for managing relationships. From these we have provided a blended strategy matrix, but users will have to settle on their own approach appropriate to their circumstances.

scholarly journals Auditing of SARS-COV-2 Contagion and Transmission Protocols as a Stakeholder Management Tool

2021 ◽  
Vol 2 ◽  
Author(s):  
Gianfranco Muncinelli ◽  
Edson Pinheiro de Lima ◽  
Augusto Carlos Dalla Vecchia ◽  
Luis Moro ◽  
Fernando Deschamps ◽  
...  
Keyword(s):  
Review Process ◽  
Stakeholder Management ◽  
Management Tool ◽  
Daily Functioning ◽  
Research Systems ◽  
Rapid Spread ◽  
External Stakeholders ◽  
Economic Landscape ◽  
The One

Governments and companies in all affected countries have taken measures to prevent, on the one hand, the rapid spread of the virus among the population and, on the other hand, to alleviate the economic and commercial consequences of the crisis that is already changing the daily functioning of the population and the companies. The COVID-19 pandemic has radically and unexpectedly transformed the global economic landscape. The objective of this work is to demonstrate a set of information that can meet the expectations of the internal and external stakeholders of an organization concerned with constructively relating to its stakeholders–aiming at the possibility of carrying out the work and serving customers in the context of the pandemic. The research method is the study based on the literature review process focusing on information and research systems, books, and a manufacturer's case study. It also has practical data–information collected from audits carried out. Stakeholders' expectations and interests are connected to this issue and can be aligned through an Audit of Contagion and Transmission Protocols of SARS-COV-2.

scholarly journals REVITALIZING INDONESIAN ISLAMIC BANKING PERFORMANCE: A STAKEHOLDER ANALYSIS

2021 ◽  
Vol 7 (4) ◽  
Author(s):  
Ruspita Rani Pertiwi ◽  
Jann Hidajat Tjakratmadja ◽  
Hary Febriansyah
Keyword(s):  
Stakeholder Management ◽  
Stakeholder Analysis ◽  
Religious Values ◽  
Bank Performance ◽  
Islamic Banking ◽  
Islamic Banks ◽  
Management Framework ◽  
Depth Interview ◽  
External Stakeholders

This paper examines views of Islamic banks’ stakeholders, which can be used as bases for measuring and improving bank performance.  Taking Indonesia as a case study, we compile information and data from  both internal and external stakeholders through in-depth interview and FGD, code them  using N-Vivo, and finally apply the stakeholder management framework for data analysis. The results we obtain suggest that the Internal stakeholder's view on IIB performance is relatively positive.  Meanwhile, the external stakeholders tend to have varied views on Islamic banking  performance. This research finds that the religious values ​​promoted by Islamic banks can increase the company's value but at the same time it can also reduce the interest in Islamic banking.  Based on these findings, it is necessary to investigate further how to strategize the religious values for the promotion of Islamic banking.

scholarly journals Stakeholder management in PPP projects: external stakeholders’ perspective

2018 ◽  
Vol 8 (4) ◽  
pp. 403-414 ◽  
Author(s):  
Chika Amadi ◽  
Patricia Carrillo ◽  
Martin Tuuli
Keyword(s):  
Developing Countries ◽  
Stakeholder Management ◽  
Structured Interviews ◽  
Human Right ◽  
Policy Makers ◽  
Content Type ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Project Location ◽  
Internal Stakeholders

Purpose This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders. Design/methodology/approach Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research. Findings Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders. Originality/value External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.

scholarly journals TOURISM DESTINATION BRANDING: ANALISIS STRATEGI BRANDING WISATA HALAL “THE LIGHT OF ACEH” (Studi Kasus pada Dinas Kebudayaan dan Pariwisata Aceh Tahun 2015-2016)

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
Desi Maulida
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Tourism Industry ◽  
Tourism Destination ◽  
Destination Branding ◽  
Internet Media ◽  
Qualitative Descriptive ◽  
Communication Activity ◽  
Target Consumer

Strategy of tourism destination branding is an important factor in the the process of tourism development of a region. As well as it happens in Aceh, which is the only province in Indonesia applying  the islamic sharia. The purpose of this study is to determine and analyze the strategy of destination branding conducted by Department of Culture and Tourism in Aceh. The strategy is started from the vision and stakeholder management, target consumer and portfolio matching, positioning and differentiation strategies using brand components, communication strategies, feedback and response management strategies. The theory used to analyze this strategy is the theoretical principles of tourism destination branding. This study is qualitative descriptive with the case study method. Data collecting method is conducted through in-depth interviews with 8 informants coming from branding team, observations and documentation. The result shows that the strategy undertaken by Department of Culture and Tourism with the branding team of Aceh has been going well, especially in the marketing communication activity. It was marked with a plenty of program related to the implementation of marketing, either using print media, electronic media, billboards, and internet media, especially social media. However, in the branding activity, there are actually some obstacles should be faced, such as the industry player which is less cooperative to provide halal certification  for an  aprecondition for halal tourism, lack of budget allocation, and the low awareness of public participation. Therefore, more socialization is needed for the players of tourism industry and also the community to raise their awareness and responsibilty in order to jointly support the development of Aceh tourism.

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