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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

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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.

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.

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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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Journal Article•DOI•
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...

13 citations

References
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Journal Article•DOI•
Project Stakeholder Management—Past and Present

[...]

Pernille Eskerod1, Martina Huemann2, Grant T. Savage3•
Webster University Vienna1, Vienna University of Economics and Business2, University of Alabama at Birmingham3
01 Dec 2015-Project Management Journal
TL;DR: In this article, a special issue on project stakeholder management is presented, which aims to advance the understanding of this topic by looking into theory outside the project management field and by presenting findings.
Abstract: In this special issue on project stakeholder management, the aim is to advance the understanding of this topic by looking into theory outside the project management field and by presenting findings...

127 citations

Journal Article•DOI•
Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective

[...]

Maria Järlström1, Essi Saru2, Sinikka Vanhala3•
University of Vaasa1, University of Turku2, Aalto University3
01 Oct 2018-Journal of Business Ethics
TL;DR: In this article, the authors analyze how top managers construct the meaning of sustainable human resource management and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM, and reveal a wide range of stakeholders, specifically, owners, managers, employees, customers, and employee representatives.
Abstract: The present paper analyses how top managers construct the meaning of sustainable human resource management (HRM) and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM. The empirical data were collected as part of the Finnish HR Barometer inquiry. A qualitative analysis reveals four dimensions of sustainable HRM: Justice and equality, transparent HR practices, profitability, and employee well-being. It also reveals four broader responsibility areas: Legal and ethical, managerial, social, and economic. Contrary to the prior green HRM literature, ecological responsibility was largely ignored. The study also reveals a wide range of stakeholders, specifically, owners, managers, employees, customers, and employee representatives, as well as their special roles and requirements for sustainable HRM. These findings contribute to the literature of sustainable HRM by illustrating the dimensions and broader responsibilities of sustainable HRM as seen by top managers. Their conceptions of sustainable HRM are largely neglected in the prior literature despite their crucial role in legitimating HRM and thus sustainable HRM in companies. These results also contribute to the theory of stakeholder salience (identification and prioritization of stakeholders) in the sustainable HRM context from the viewpoint of top managers.

117 citations

Journal Article•DOI•
The Stakeholder Approach: A Sustainability Perspective

[...]

Don Clifton1, Azlan Amran2•
University of South Australia1, Universiti Sains Malaysia2
01 Jan 2011-Journal of Business Ethics
TL;DR: In this paper, the authors consider the stakeholder approach (SHA) to organisational management through the lens of what it means for humans to live sustainably on the Earth (that is, for there to be a sustainable world).
Abstract: This article considers the stakeholder approach (SHA) to organisational management through the lens of what it means for humans to live sustainably on the Earth (that is, for there to be a sustainable world). In particular, the article considers if the SHA, as it is presented in mainstream academic and management literature, is supportive of corporate practices that advance the achievement of a sustainable world. The analysis shows the SHA to have significant failings in this regard when viewed against key sustainable world criteria, with issues of concern evident from the normative core of the SHA through to is practical application in the management setting.

115 citations

Book•DOI•
Construction stakeholder management

[...]

Ezekiel Chinyio, Paul Olomolaiye
18 Dec 2009
TL;DR: Chinyio and Olomolaiye as discussed by the authors presented an overview of Stakeholder Management and its application in the context of construction and risk and construction stakeholder management, and discussed the gains and pains of using Stakeholders' documents.
Abstract: Contributors Preface 1. Introduction to Stakeholder Management (Ezekiel Chinyio and Paul Olomolaiye). 2. Corporate Social Responsibility - The remit (Kenneth Amaeshi). 3. A historical Overview of Stakeholder Management (Frank Harris). 4. Uptake, Applications and Best Practices in Stakeholder Management (Michael Thomson). 5. Construction Stakeholder Management - A Scandinivian Approach (Adekunle Oyegoke). 6. Risk and Construction Stakeholder Management (Mei-Yung and Paul Olomolaiye). 7. Mapping Stakeholders (Lynda Bourne and Pat Weaver). 8. Managing Construction Stakeholders: strategies and tactics (Steven Ogunlana and Ektewan Manowong). 9. Negotiations in Stakeholder Management (Jeroen Warner). 10. Communications in Stakeholder Management (Amir Al-Khafaji, Douglas Oberhelman, Wayne Baum and Bernie Koch). 11. Culture and Leadership in Stakeholder Management (Abbas Elmualim). 12. Impact of Procurement on Stakeholder Management (Pantaleo D. Rwelamila). 13. Procurement - Asia/Australian Perspectives (Steve Rowlinson, Tas Yong Koh and Martin Morgan Tuuli). 14. Decision Analysis in Stakeholder Management (Matthew Wood, Amlan Mukherjee, Todd Bridges and Igor Linkov). 15. Stakeholder Management - the gains and pains (Stefan Olander and Brian Atkins). 16. Benefiting from Stakeholder Management - learning from Austria's Electronic Archiving of Original Documents (Michaela Linzzatti). 17. Managing Stakeholder Conflicts between Organizations (Helder Moura and Cardoso Teixeira). 18. Managing Stakeholder Conflicts: environment versus people (Felix Hammond and Colin Booth). 19. Change Management (Nidhi Shah and Phil T. Harris). 20. Case Studies (Ezekiel Chinyio). 21. Conclusion. (Ezekiel and Paul Olomolaiye). Index.

114 citations

Journal Article•DOI•
A typology of operational approaches for stakeholder analysis and engagement

[...]

Jing Yang1, Geoffrey Qiping Shen2, Lynda Bourne, Christabel Man-Fong Ho Ho2, Xiaolong Xue3 •
Deakin University1, Hong Kong Polytechnic University2, Harbin Institute of Technology3
07 Mar 2011-Construction Management and Economics
TL;DR: In this paper, a typology of practical approaches for stakeholder management in construction projects is presented, and action research is applied to two real-life projects in Australia to test the usefulness of the typology.
Abstract: Stakeholder analysis and engagement are the main tasks in stakeholder management. To identify operational approaches for stakeholder analysis and engagement, six interviews and a questionnaire survey were conducted in Hong Kong, and an additional 15 interviews were held in Australia. The main finding is a typology of practical approaches for practitioners in construction. A total of 30 approaches are comprised in the typology, and they are classified by application. To test the usefulness of the typology, action research is applied to two real-life projects in Australia. The implication is that the selection of the approaches is an art and a contingency approach as well, requiring practitioners' judgments. Each approach has its strengths and limitations, so the most appropriate way for effective stakeholder management is to use a combination of elements from each approach as circumstances dictate. This study can serve as a reference for the systematic consideration of the project management team about the operational approaches for stakeholder management in construction projects.

102 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.