Topic
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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TL;DR: In this article, a conceptual framework for characterizing and classifying project stakeholder landscapes is presented, based on a systematic literature review of the stakeholder management literature, which synthesizes four key dimensions of project stakeholders landscapes and their various sub-factors: complexity (element and relationship complexity), uncertainty, dynamism and the institutional context.
93 citations
TL;DR: In this paper, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of stakeholders, are discussed, in order to solve the root problem of project disappointment.
Abstract: According to research, stakeholder disappointment is a root problem within projects. In this article, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of st...
91 citations
TL;DR: The authors explored the contextual mechanisms underlying the link between the speed at which a project is terminated and the learning of those directly working on the project and found that negative emotions motivated sense-making efforts.
Abstract: Although extant studies have increased our understanding of the decision of when to terminate a project and its organizational implications, they do not explore the contextual mechanisms underlying the link between the speed at which a project is terminated and the learning of those directly working on the project. This is surprising because perceptions of project failure likely differ between those who own the option (i.e., the decision maker) and those who are the option (i.e., project team members). In this multiple case study, we explored research and development (RD (2) rather than obstructing learning from project experience, negative emotions motivated sensemaking efforts; and (3) rather than emphasizing learning after project termination, in the context of rapid redeployment of team members after project termination, delayed termination provided employees the time to reflect on, articulate, and codify lessons learned. We discuss the implications of these findings.
91 citations
TL;DR: In this paper, the authors report on selected findings from a five-year international research program of 30 case studies of decision-making in the planning, appraisal and delivery of mega transport projects (MTPs) in ten developed economies in Europe, USA, and Asia Pacific.
91 citations
TL;DR: In this paper, the authors identify design choices available for the design of the project-based organization, adopting the contingency perspective, and explore key factors that influence the design in Project-based organizations in comparison with traditional organizations.
90 citations