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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: The Camisea project in Peru as mentioned in this paper is a case study of the use of a sense-making approach to deal with stakeholders, focusing on sense making and combining industry dynamics and stakeholder empowerment, and it did not meet with major opposition during its 4-year life span.
Abstract: The purpose of this article is to demonstrate, based on an extensive study of the Shell-led Camisea gas project in Peru, how what we believe to be a new approach to dealing with stakeholders, focusing on sense-making and combining industry dynamics and stakeholder empowerment, was developed. The project’s success was measured by the fact that, unlike similar projects around the world, it did not meet with major opposition during its 4-year life span. Those involved in the Camisea project succeeded in creating an open approach to building stakeholder relationships, allowing them to navigate through a number of diverse and challenging socio-political and ecological issues. An integral part of Shell’s approach was acting upon its commitment to high standards of operation and values. The insights from this case clearly indicate that stakeholder management and theorizing can profit from a less controlled, open and sense-making oriented strategizing with stakeholders.

31 citations

Journal ArticleDOI
C Gray, S Dworatschek, D Gobeli, H Knoepfel, E Larson 
TL;DR: In this article, the authors attempted to determine if selected countries actually vary in: importance attached to different project management performance criteria; the usage of different projectmanagement structures; the perceived effectiveness of different structures.

31 citations

Journal ArticleDOI
TL;DR: In this paper, the authors focus on the internal and external dynamics of New Public Management in the daily life of project management and analyse alternative responses to perceived problems in the infrastructure sector by focusing on 'project narratives'.
Abstract: In this article we focus on the (internal and external) dynamics of New Public Management (NPM) in the daily life of project management. We concentrate on the ways NPM concepts work out in the realities of project actors. Based on recent research within the Dutch infrastructure sector, we analyse alternative responses to perceived problems in the infrastructure sector by focusing on 'project narratives'. Next to compliance, these narratives feature deterrence (a strong resistance to the change concept), dilution (blurring of the initial ambitions) and dissociation (confusion over the societal value of the project). The article shows how project narratives provide organisational members with space to make sense of and contest the new managerial initiatives and value systems imposed upon them.

31 citations

Journal ArticleDOI
TL;DR: This study examines the input factors that were reputed theoretically affecting the information system (IS) project success in term of the processional and causal perspectives to present acceptability of the proposed model for the subsequent studies.
Abstract: This study examines the input factors that were reputed theoretically affecting the information system (IS) project success in term of the processional and causal perspectives. Adopting three of the four dimensions from the McLeod and MacDonell’s (M&M’s) classification project framework dimensions, the study is initiated by inviting the internal project stakeholders in a sampled institution. A stratified sampling then identified 130 people who experienced in the projects as the sample, contacted 90 of the samples via e-mail and distributed the paper-based questionnaire into 40 certain people especially who are on the managerial level. A number of 62 (48%) valid responses, then were analyzed using the partial least squares-structural equation modeling (PLS-SEM) software, i.e. SmartPLS. The significances of the whole path coefficients, the acceptances of the overall hypotheses, the relevances of the three predictors relevances, and the moderate coefficient determination of the IS project success variable may present acceptability of the proposed model for the subsequent studies.

31 citations

Proceedings Article
01 Jan 2008
TL;DR: The results suggest that while hard skills such as technical or domain expertise may be essential in a PM, soft skills, such as tacit knowledge of organizational culture and clients, are more important for project success.
Abstract: What skills do project managers (PMs) need, and how do these skills impact project success in IT outsourcing? In this study, we seek to identify what factors impact IT project outcomes, such as costs and client satisfaction, given the project characteristics and PM’s hard and soft skills. We examine data collected from a field study conducted at a major IT service provider in India. Our results suggest that while hard skills such as technical or domain expertise may be essential in a PM, soft skills, such as tacit knowledge of organizational culture and clients, are more important for project success. The results are robust to different specifications.

31 citations


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