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Project stakeholder

About: Project stakeholder is a research topic. Over the lifetime, 3317 publications have been published within this topic receiving 110056 citations. The topic is also known as: Project stakeholder.


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Journal ArticleDOI
TL;DR: Wang et al. as mentioned in this paper conducted a case study of a lean construction project in China and found that implementation of lean practices during the project, including Last Planner System (LPS), Kanban system, Just-In-Time (JIT), prefabrication, quality and safety management, and continuous improvement, all contributed to the improvement of project performance.

36 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify the impact of one of the critical success factors, the project manager's project management attitude on project success, and highlight the interrelationship between the project managers personal characteristics and project management attitudes and leadership style, which are three Critical success factors.
Abstract: The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical ...

36 citations

Journal ArticleDOI
TL;DR: In this paper, a multi-disciplinary and inductive study highlights the need to train project managers (be they community leaders or otherwise) in both technical and soft leadership skills: the former ensure that Project Management methodologies are clearly understood and applied; the latter facilitate the adaptation of these methodologies to the specific socio-cultural locales in which recovery projects take place.

36 citations

Journal ArticleDOI
TL;DR: In this article, the authors examine the perceptions of major stakeholders on the major aspects related to public participation practices in China's PIC projects and intend to convey what is presently happening in this segment of the construction industry.
Abstract: Purpose – Public participation has been implemented with growing frequency as an instrument for dealing with the increased socio-economic and environmental disputes in public infrastructure and construction (PIC) projects in China. The purpose of this paper is to examine the perceptions of major stakeholders on the major aspects related to public participation practices in China's PIC projects and intends to convey what is presently happening in this segment of the construction industry. Design/methodology/approach – Specific topics of the social effects, benefits, forms, and barriers were addressed through a recent survey of the major stakeholders involved in PIC projects. The survey results were used to perform a strength-weakness-opportunity-threat analysis for evaluating the status quo of public participation in PIC projects. Findings – The survey results indicate that the development of public participation practices in China remains relatively slow despite the urgent need to promote this mechanism f...

36 citations

Journal ArticleDOI
TL;DR: It is illustrated how organizational‐level decisions, examined from the perspective of economics theories, can help explain the antecedents of project risk management at the project and individual levels, providing a more complete understanding of the IT implementation in question.
Abstract: . Much of information technology (IT) implementation research has focused on individuals' acceptance of IT by examining their behaviour when faced with new IT and the antecedents of these behaviours. As they are frequently undertaken within a project framework, IT implementations also entail the application of project management practices in order to be successful. Based on the premise that antecedents of lower level theories are frequently determined by the outcomes of a higher level theory, the present paper illustrates how organizational-level decisions, examined from the perspective of economics theories, can help explain the antecedents of project risk management at the project and individual levels. To do so, the paper describes an IT implementation effort which went through three phases; the first two of which were abandoned versions of the same project. An organizational-level analysis of the case from an economics perspective and its project-level analysis from a risk management perspective show how organizational-level decisions influenced the antecedents at the project and individual levels, providing a more complete understanding of the IT implementation in question, an understanding which neither a theory approach nor a level perspective could provide on its own.

36 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202341
202295
202178
202076
201999
2018105