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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

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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

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The antecedents of construction project change: an analysis of design and build procurement application

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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.

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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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Hunan University1
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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.

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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.

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Fuzzy Evaluation of the Factors Contributing to the Success of External Stakeholder Management in Construction

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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...

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References
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Journal Article•DOI•
Influence, stakeholder mapping and visualization

[...]

Derek H.T. Walker1, Lynda Bourne, Arthur Shelley•
RMIT University1
16 Jun 2008-Construction Management and Economics
TL;DR: In this article, the authors describe a set of visualization tools that can be used to develop a stakeholder engagement strategy and raise awareness of these tools, and describe how to use these tools for stakeholder identification, management, and engagement.
Abstract: Stakeholder identification, management and engagement are recognized as key project management skills; however, this is a ‘soft’ skill that requires both intuition and a strong capacity for analysis. There are few tools and methodologies to which people undertaking stakeholder management activities can turn. Highly complex problem solving activities, such as stakeholder management, can benefit from high level conceptual approaches that allow those involved to see clearly or to visualize the situation being examined. Metaphors, particularly highly visual representations of complex situations, can be very helpful in triggering simplification of complex situations to a level where understanding of the situation can yield fruitful results in moving forward to developing plans and actions. Visualization tools for stakeholder management can be of great value. Describing stakeholder visualization tools that can be used to develop a stakeholder engagement strategy can therefore raise awareness of these tools. The...

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Journal Article•DOI•
Modelling stakeholder-associated risk networks in green building projects

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Rebecca J. Yang1, Patrick X.W. Zou2, Jiayuan Wang3•
RMIT University1, Swinburne University of Technology2, Shenzhen University3
01 Jan 2016-International Journal of Project Management
TL;DR: Wang et al. as discussed by the authors model the interactive networks of the risks associated with different stakeholders in green building projects and to gain an understanding of the key risk networks, which improves the effectiveness and accuracy of stakeholder and risk analysis by demystifying the social complexity which is usually overlooked in traditional linear risk impact analysis.

156 citations

Journal Article•DOI•
Visualizing Stakeholder Influence — Two Australian Examples:

[...]

Lynda Bourne, Derek H.T. Walker1•
RMIT University1
01 Mar 2006-Project Management Journal
TL;DR: The Stakeholder Circle tool as discussed by the authors is a tool for measuring and visualizing stakeholder influence on managing projects, drawing upon two case study examples, and it can be used to measure and visualize the influence of stakeholders.
Abstract: This paper introduces and illustrates a tool, the Stakeholder Circle™, for measuring and visualizing stakeholder influence on managing projects drawing upon two case study examples. Development of ...

147 citations

Journal Article•DOI•
An investigation of stakeholder analysis in urban development projects: empirical or rationalistic perspectives

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Rebecca J. Yang1•
RMIT University1
01 Jul 2014-International Journal of Project Management
TL;DR: In this article, two perspectives (empiricism and rationalism) for stakeholder analysis are proposed, and two case studies, one regional renewal project and the other an infrastructure project, are presented to verify the usefulness of these two analysis perspectives.

147 citations

Journal Article•DOI•
Who are the Stakeholders Now? An Empirical Examination of the Mitchell, Agle, and Wood Theory of Stakeholder Salience

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Vanessa Magness1•
Ryerson University1
01 Dec 2008-Journal of Business Ethics
TL;DR: In this article, the authors examined the reactions of two stakeholder groups: shareholder response is examined in terms of changing share returns and risk; management response through change in disclosure, and found the two decision-makers reacted at different times.
Abstract: Two environmental accidents in the mining industry provide the context for this study of the Mitchell, Agle, and Wood (1997, The Academy of Management Review 22, 853–886) analysis of stakeholder salience. I examine the reactions of two stakeholder groups: shareholder response is examined in terms of changing share returns and risk; management response through change in disclosure. I find the two decision-makers reacted at different times. Management responded to the first accident, though not the second. Shareholders responded to the second accident alone. My findings support the Mitchell, Agle, and Wood (MAW) assertion that stakeholder status is impermanent, and determined through the eyes of the decision-maker.

145 citations

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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.