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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, 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 ArticleDOI
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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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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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 ArticleDOI
TL;DR: Although various factors have been identified as important for accomplishing successful stakeholder management, few studies appear to have undertaken a comparative analysis of practitioners' views on these factors as mentioned in this paper, and none of these studies have been conducted in the literature.
Abstract: Although various factors have been identified as important for accomplishing successful stakeholder management, few studies appear to have undertaken a comparative analysis of practitioners’ views ...

84 citations

Journal ArticleDOI
TL;DR: A framework that is developed to assist project managers in facilitating stakeholder management and requirement engineering, especially in the project initiation phase is introduced, which optimizes the value creation of the project through stakeholder identification, classification, and requirements engineering.
Abstract: Current construction is implemented in highly demanding and complex built environments where projects are executed by coalitions of multiple stakeholders that have divergent interests, objectives, and socio-cultural backgrounds. These projects face challenges in not only identifying and managing stakeholders but also satisfying their requirements. This paper introduces a framework that is developed to assist project managers in facilitating stakeholder management and requirement engineering, especially in the project initiation phase. The framework optimizes the value creation of the project through stakeholder identification, classification, and requirement engineering. The framework is also applied in two construction projects.

73 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the stakehold dynamics and their impact on project management for large and complex projects such as nuclear waste repositories, and examined the role of stakeholder dynamics in such projects.
Abstract: Understanding stakeholder dynamics and their impact on project management is crucial, especially for large and complex projects such as nuclear waste repositories. This study examines the stakehold...

71 citations

Journal ArticleDOI
TL;DR: In this article, the authors analyzed the influence of stakeholders' attributes, behaviors, and decision-making strategies on decision making strategies in the construction field, and validated the correlations between the factors and decisionmaking strategies.
Abstract: Project managers need to make decisions on how to balance competing claims between the different stakeholders in projects. Previous studies have suggested that the choice of decision-making strategies is highly related to stakeholders' attributes and behaviors in practice; however, limited studies have been conducted in the construction field to analyze the importance of stakeholders' attributes, behaviors, and decision-making strategies, and validate the correlations between the factors and decision-making strategies. To analyze the underlying meanings of stakeholders' attributes, behaviors, and decision-making strategies from the practitioners' perspectives, and indicate the influence of stakeholder-related factors on decision-making strategies, an interview, questionnaire survey, and case study were adopted. Empirical studies suggest that three stakeholder attributes (power, urgency, and proximity), and four types of stakeholder behaviors (cooperative potential, competitive threat, opposite position, and neutral attitude) are perceived by the practitioners as important to dealing with stakeholder claims. Depending on stakeholders' salience levels and behavior types, strategies of defense, compromise, or concession/adaptation are chosen and applied by project managers in practice. The findings can help project managers to proactively understand stakeholder performance, place emphasis on particular attributes and behaviors, and formulate appropriate schemes under different circumstances.

69 citations

01 Jul 2009
TL;DR: Stakeholder engagement is relevant to any type of organisation: business, public or civil society as mentioned in this paper, and it is particularly important in the context of running an organisation responsibly and is integral to the concept of Corporate Responsibility.
Abstract: Acknowledgements We would like to thank the following for sharing their insight and experience: 3 This guide aims to provide you with an understanding of, and practical tips for, successful stakeholder engagement.We focus particularly on engaging communities, NGOs and wider civil society. It is written by a Doughty Centre Associate Neil Jeffery who has had extensive experience as an NGO campaigner and director; and more recently, as an adviser to a number of Fortune 500 corporations on engaging stakeholders. Stakeholder engagement is relevant to any type of organisation: business, public or civil society. It is particularly important in the context of running an organisation responsibly and is integral to the concept of Corporate Responsibility. An organisation cannot be serious about Corporate Responsibility unless it is serious about stakeholder engagement – and vice versa. Stakeholder engagement is crucially different to stakeholder-management: stakeholder engagement implies a willingness to listen; to discuss issues of interest to stakeholders of the organisation; and, critically, the organisation has to be prepared to consider changing what it aims to achieve and how it operates, as a result of stakeholder engagement. Some critics of Corporate Responsibility misinterpret the idea, believing that it means that an organisation surrenders to NGOs or community activists; it should mean no such thing.The leadership of the organisation still needs to set the direction for the growth of the organisation, but does so in the knowledge of stakeholders' wants and needs (SWANS) as well as the organisation's wants and needs (OWANS) – see Understanding stakeholders (3.2). Successful management thus becomes the art of optimising long-term benefits for the organisation based on reconciling sometimes disparate stakeholders' wants and needs (investors, employees, customers, suppliers etc.). Organisations are constantly interacting with stakeholders, some of whom will be more or less positively or negatively disposed to the organisation and will have greater or lesser power over the organisation – see Segmenting stakeholders (3.2). Organisations have long recognised that employees at all levels need negotiating skills; stakeholder engagement significantly recasts these skills, extending considerably the range of organisations and individuals that an organisation needs to negotiate with, and re-emphasising that the most successful negotiations are those that produce satisfaction for all parties over the long term – for critical success factors for stakeholder engagement see Section 4 – Towards Meaningful Engagement. If Corporate Responsibility is about minimising negative and maximising positive environmental and social impacts, then stakeholder engagement is …

69 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.