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Journal Article•DOI•

A Comprehensive Stakeholder-Typology Model Based on Salience Attributes in Construction Projects

Amir Bahadorestani1, Jan Terje Karlsen2, Nasser Motahari Farimani1•
Ferdowsi University of Mashhad1, BI Norwegian Business School2
01 Sep 2019-Journal of Construction Engineering and Management-asce (American Society of Civil Engineers)-Vol. 145, Iss: 9, pp 04019048
TL;DR: In this paper, a comprehensive project stakeholder typology model (PSTM) based on stakeholder salience attributes (SSAs) is presented. And stakeholders are considered as one of the major pillars of the project.
Abstract: This article presents a comprehensive project stakeholder typology model (PSTM) based on stakeholder salience attributes (SSAs). Stakeholders are considered as one of the major pillars of c...

Summary (2 min read)

Jump to: [Introduction] – [If the components of attribute “A” could not be assigned to another attribute and the components] – [Developing TAM attributes] – [Project Stakeholder Typology Model (PSTM)] and [Discussion and conclusion]

Introduction

  • This paper is about stakeholder typology in construction projects.
  • There exist a number of models, frameworks and methods with classifying stakeholder salience attributes (SSAs) and stakeholder typology as a central (Aapaoja & Haapasalo, 2014; Yu & Leung, 2018).
  • Comparing previous studies reveals the fact that the various SSAs are included in some models but not mentioned in others.
  • In step 3 a combination of survey and semi-structured interviews were performed to determine the assignment degrees between each component and each attribute.

If the components of attribute “A” could not be assigned to another attribute and the components

  • Of other attributes could not be assigned to the attribute “A”, it is said that the attribute “A” has a clear and accurate boundary.
  • The numbers inside the parentheses in Table 7 show the average of the semi-structured interview method findings.
  • As previously mentioned, the purpose of this paper is to identify stakeholder salience attributes (SSAs) that have a clear, accurate, and non-overlapping boundary and to develop a comprehensive project stakeholder typology model (PSTM) based on the SSAs.
  • The Delphi method is an iterative process where the facilitators are obtaining expert opinions in several iterative rounds.
  • The authors findings from the Venn diagram also highlights that if a component is shared in two attributes, it should be assigned to the attribute with the highest assignment degree.

Developing TAM attributes

  • Mitchell et al. (1997) has stated several definitions of “power” from researchers and theorists; however, he did not offer a single definition of this attribute, also known as Power.
  • After a careful investigation of the four attributes and all of the components in this study, it was realized that all components offered by Mitchell et al. (1997) are found in three attributes “power”, “impact”, and “influence”.
  • On the other hand, “power” is a subset of “impact” and “influence” and the attributes of “influence” and “impact” can define “power” in a broader sense.
  • In comparison with the TAM, this attribute is wider in the new model.
  • In addition to the components expressed by Mitchell et al. (1997), the new attribute includes other components and is introduced as “Legitimacy” but with a wider definition in the new model.

Project Stakeholder Typology Model (PSTM)

  • Mitchell et al. (1997) have not included the attribute of “Proximity” in their model for the purpose of determining the importance of stakeholders and their positions but a part of the attribute of “Proximity” is embedded in the context of “Legitimacy” in the TAM (Fig. 2).
  • Each area shows the type of stakeholder with regard to the possession of SSAs.
  • This study offers the PSTM as the core of stakeholder-related research and actions in construction industry.
  • To analyze, identify and manage project stakeholders, all four attributes are necessary: “Potency”, “Legitimacy”, “Urgency”, and “Proximity”.
  • Table 11 shows these groups with their considerations.

Discussion and conclusion

  • The existence of crudity and turbulence in the literature of stakeholder analysis, identification and management is quite obvious in construction industry.
  • The authors also found that two the attributes “support” and “power” are subsets of attributes “impact” and “influence” and thus should not be considered as independent attributes.
  • This paper presented a comprehensive project stakeholder typology model (PSTM), which contains all four attributes “Potency”, “Legitimacy”, “Urgency”, and “Proximity” and their components can be used for managing stakeholders in construction projects.
  • The reason is that the authors have applied all attributes from literature to analyze and redefine the complete and non-overlapping SSAs, and therefore, PSTM specifies different types of stakeholders more accurate and in more details.

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Citations
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Journal Article•DOI•
Social sustainability considerations in construction project feasibility study: a stakeholder salience perspective

[...]

Ashish Goel1, L.S. Ganesh, Arshinder Kaur•
Indian Institute of Technology Madras1
18 May 2020-Engineering, Construction and Architectural Management
TL;DR: In this paper, social sustainability considerations related to occupational health and safety, workers' employment practices and proactive involvement of communities and end-users were found to be inadequately addressed in feasibility study reports.
Abstract: Past research recommends integration of social sustainability (SS) considerations in construction project feasibility study for benefitting a larger group of project stakeholders. However, there is a lack of empirical evidence to this effect, especially from the developing economies. The purpose of this study is to address this knowledge gap through a SS-centric analysis of feasibility study reports using a stakeholder salience perspective.,Feasibility study reports for 61 projects were obtained from various government organizations in India. The SS considerations were identified in the reports using a combination of quantitative and qualitative assessments. The former was based on content analysis and the latter was conducted using “VOSviewer” text analysis software.,SS considerations related to occupational health and safety, workers' employment practices and proactive involvement of communities and end-users were found to be inadequately addressed in the reports. Based on occurrences of the SS considerations, project-affected community was found to be the most salient stakeholder, followed by the end-users and the construction workers. Statistical analysis revealed significant relationship between the SS considerations and the type of project as well as the type of project delivery system.,This study contributes to better understanding of integrating SS considerations in feasibility study of construction projects. Its results provide useful inputs to decision-makers for orienting construction projects, right from the early phases, towards benefitting the disadvantaged and weaker stakeholders irrespective of their salience attributes. In developing economies, such interventions may improve quality of lives of a large number of project stakeholders and also cultivate a positive societal image of the construction industry as a respectful, ethical and employee friendly industry.

23 citations

Journal Article•DOI•
The antecedents of construction project change: an analysis of design and build procurement application

[...]

Jessica Smith, David J. Edwards, Igor Martek, Nicholas Chileshe, Susan Hayhow, Chris Roberts 
26 Feb 2021-Journal of Engineering, Design and Technology
TL;DR: In this article, the causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change, available resource; recoverable or non-recoverable; contract / project type; type of client.
Abstract: Purpose: This research seeks to excoriate, define and delineate the main drivers of ‘change’ in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders. Methodology: The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: (i) interpretivism, to identify the primary drivers of change based on a systematic literature review and (ii) a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study. Findings: The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract / project type; type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered. Originality: The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.

23 citations

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Monopoly with corporate social responsibility, product differentiation, and environmental R&D: Implications for economic, environmental, and social sustainability

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Chenyu Wang1•
Hunan University1
10 Mar 2021-Journal of Cleaner Production
TL;DR: In this article, the authors develop a numerical simulation model and explore the implications for economic, environmental, and social sustainability when the monopolist is characterized by corporate social responsibility (CSR), product differentiation, and environmental RD.

16 citations

Journal Article•DOI•
Asymmetric legitimacy perception across megaproject stakeholders: The case of the Fehmarnbelt Fixed Link

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Petr Witz1, Petr Witz2, Verena Stingl2, Verena Stingl3, Morten Wied2, Josef Oehmen2 •
Charles University in Prague1, Technical University of Denmark2, Aalborg University3
01 May 2021-International Journal of Project Management
TL;DR: In this article, the authors conduct a multi-site ethnography at one of the biggest contemporary cross-border transport megaprojects in the world and suggest three dimensions of project legitimacy perception: trust, majority, and morality.

16 citations

Journal Article•DOI•
Fuzzy Evaluation of the Factors Contributing to the Success of External Stakeholder Management in Construction

[...]

Goodenough D. Oppong1, Albert P.C. Chan1, Ernest Effah Ameyaw2, Samuel Frimpong3, Ayirebi Dansoh4 •
Hong Kong Polytechnic University1, Northumbria University2, University of New South Wales3, Kwame Nkrumah University of Science and Technology4
01 Nov 2021-Journal of Construction Engineering and Management-asce
TL;DR: In this article, the authors evaluate the factors contributing to the success of external stakeholder management at the project planning stage from the perspective of developing countries, focusing on evaluating the factors that contribute to the development of SM.
Abstract: The study focuses on evaluating the factors contributing to the success of external stakeholder management (SM) at the project planning stage from the perspective of developing countries. Q...

13 citations

References
More filters
Book•
Strategic Management: A Stakeholder Approach

[...]

R. Edward Freeman1, R. Edward Freeman2•
University of Virginia1, University of Minnesota2
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TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.

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Journal Article•DOI•
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

[...]

Ronald K. Mitchell1, Bradley R. Agle2, Donna J. Wood2•
University of Victoria1, University of Pittsburgh2
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TL;DR: In this paper, a theory of stakeholder identification and saliency based on stakeholders possessing one or more of three relationship attributes (power, legitimacy, and urgency) is proposed, and a typology of stakeholders, propositions concerning their saliency to managers of the firm, and research and management implications.
Abstract: Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.

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Journal Article•DOI•
Who's in and why? A typology of stakeholder analysis methods for natural resource management.

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Mark Reed1, Anil Graves2, Norman Dandy, Helena Posthumus2, Klaus Hubacek3, Joe Morris2, Christina Prell4, Claire H. Quinn3, Lindsay C. Stringer3 •
University of Aberdeen1, Cranfield University2, University of Leeds3, University of Sheffield4
01 Apr 2009-Journal of Environmental Management
TL;DR: This paper asks how and why stakeholder analysis should be conducted for participatory natural resource management research, and proposes new tools and combinations of methods that can more effectively identify and categorise stakeholders and help understand their inter-relationships.

2,011 citations

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David Beetham
01 Jan 1991
TL;DR: In this paper, a social science and the social construction of Legitimacy in the modern state is discussed. But the focus is not on the state itself, but on the social structure of legitimacy and its need for legitimacy.
Abstract: Preface to the 2nd edition.- Preface to the 1st edition.- Introduction.- PART I: THE CRITERIA FOR LEGITIMACY.- 1. Towards a Social-Scientific Concept of Legitimacy.- 2. Power and its need of Legitimation.- 3. The Intellectual Structure of Legitimacy.- 4. Social Science and the Social Construction of Legitimacy.- PART II: LEGITIMACY IN THE MODERN STATE.- 5. Dimensions of State Legitimacy.- 6. Crisis Tendencies of Political Systems.-7. Modes of Non-Legitimate Power.- 8. Legitimacy in Political Science and Political Philosophy.- 9. The Legitimation of Power in the 21st Century.- PART III: LEGITIMACY IN THE TWENTY-FIRST CENTURY.- 10. Legitimacy Within the State.- 11. Legitimacy Beyond the State.

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Frequently Asked Questions (2)
Q1. What have the authors contributed in "A comprehensive stakeholder-typology model based on salience attributes in construction projects" ?

This paper presents a comprehensive project stakeholder typology model ( PSTM ) based on stakeholder salience attributes. Stakeholders are considered as one of the major pillars of construction projects and management of stakeholders is essential to effective project management in the construction industry. This analysis revealed important variation in the attributes, models and frameworks. Based on a Venn-diagram analysis of data, the authors suggest a clear and non-overlapping stakeholder salience attributes framework to be used in construction projects. The authors also propose a project stakeholder typology model ( PSTM ) based on stakeholder salience attributes. It is expected that the results of this study can be used by 

Future research Several proposals for future research are relevant based on the concerns of the current study. Second, it is also their view that further research should study how to calculate the assignment degree between each component and each attribute, for example by using fuzzy theory. Third, future research can also take into account the practical use of PSTM and the authors suggest a survey and expert interviews on PSTM utilization. Using a visualising tool to study stakeholder influence–two Australian examples.