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Journal ArticleDOI

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

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)

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 ArticleDOI
TL;DR: In this paper , a Multi Criteria Decision Making (MCDM) based approach, through the combined use of Criteria Importance Through Intercriteria Correlation (CRITIC) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods has been incorporated to objectively evaluate the weights of the stakeholder attributes and their ranking with a specific focus on construction megaprojects.
Abstract: PurposeStakeholder assessment is based on attributes possessed by stakeholders, making the process heavily reliant on evaluating attribute weights. The present assessment methods are based on Analytical Hierarchy Process, Analytical Network Process, and pairwise comparisons that heavily rely on decision-makers’ skills and knowledge. An objective evaluation of attribute weight needs to be done to overcome this challenge.Design/methodology/approachA Multi Criteria Decision Making (MCDM) based approach, through the combined use of Criteria Importance Through Intercriteria Correlation (CRITIC) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods has been incorporated to objectively evaluate the weights of the stakeholder attributes and their ranking with a specific focus on construction megaprojects. Five stakeholder attributes and twelve commonly associated stakeholders with megaprojects were considered to achieve this.FindingsThe new model presented power, durability and legitimacy as three important stakeholder attributes, further used to determine stakeholder importance. The client, contractor and project manager were identified as the top three internal stakeholders, and customers, local community and utility service providers as three crucial external stakeholders.Research limitations/implicationsThe findings from the proposed method provide the practitioners with updated information about the attributes they need to look into when planning stakeholder involvement and management. Further, it also leads them to the established framework for the provided stakeholder ranking when planning their management strategies.Originality/valueThe use of CRITIC method allowed to address the possibility of any correlation between the attributes in their weight determination. This was one of the advantages as co-relation between the attributes during their weight determination has not been addressed in previous methods.

5 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability, and the research results indicate a low level of maturity of small construction company in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholders management area and associating it with the project's success.
Abstract: According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success.

5 citations

References
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Book
01 Jan 1984
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.

17,404 citations

Journal ArticleDOI
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.

10,630 citations

Journal ArticleDOI
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

Book
01 Jan 2017

1,831 citations

Book
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.

1,603 citations

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.