The Experts below are selected from a list of 14274 Experts worldwide ranked by ideXlab platform
Tan Hai Dang Nguyen - One of the best experts on this subject based on the ideXlab platform.
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External Stakeholder strategic actions in projects: A multi-case study
International Journal of Project Management, 2019Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen Rameezdeen, Anthony WoodAbstract:Abstract Although understanding External Stakeholders' influence is important to achieving success, little attention has been paid to their influence strategies in project management. This paper aims to explore combinations of actions that External Stakeholders normally pursue to influence construction projects, and to hypothesise factors affecting the use of these combinations. A theoretical framework of Stakeholder strategic actions was proposed and applied, and a multiple-case study in the Vietnamese construction industry was employed. Three combinations of influence strategies were identified: communication and credibility building were employed concurrently by organised groups in projects affecting the environment; direct action and conflict escalation were exerted together by unorganised groups in cases leading to displacements of the locals; and coalition building was combined with communication by both groups irrespective of projects' impacts. The utilisation of a combination can be affected by the selection of lobbying actions and characteristics of individual strategies, and Stakeholders' motives, attributes and perceptions.
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External Stakeholder strategic actions in construction projects: a Vietnamese study
Construction Management and Economics, 2018Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen RameezdeenAbstract:Although understanding the influence of External Stakeholders is crucial to achieving project success, little attention has been given to investigate their specific influence strategies. Based on a...
Raufdeen Rameezdeen - One of the best experts on this subject based on the ideXlab platform.
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External Stakeholder strategic actions in projects: A multi-case study
International Journal of Project Management, 2019Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen Rameezdeen, Anthony WoodAbstract:Abstract Although understanding External Stakeholders' influence is important to achieving success, little attention has been paid to their influence strategies in project management. This paper aims to explore combinations of actions that External Stakeholders normally pursue to influence construction projects, and to hypothesise factors affecting the use of these combinations. A theoretical framework of Stakeholder strategic actions was proposed and applied, and a multiple-case study in the Vietnamese construction industry was employed. Three combinations of influence strategies were identified: communication and credibility building were employed concurrently by organised groups in projects affecting the environment; direct action and conflict escalation were exerted together by unorganised groups in cases leading to displacements of the locals; and coalition building was combined with communication by both groups irrespective of projects' impacts. The utilisation of a combination can be affected by the selection of lobbying actions and characteristics of individual strategies, and Stakeholders' motives, attributes and perceptions.
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External Stakeholder strategic actions in construction projects: a Vietnamese study
Construction Management and Economics, 2018Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen RameezdeenAbstract:Although understanding the influence of External Stakeholders is crucial to achieving project success, little attention has been given to investigate their specific influence strategies. Based on a...
Kirsi Aaltonen - One of the best experts on this subject based on the ideXlab platform.
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Organizing External Stakeholder engagement in inter-organizational projects: Opening the black box
International Journal of Project Management, 2020Co-Authors: Jere Lehtinen, Kirsi AaltonenAbstract:Abstract External Stakeholder engagement is crucial for delivering value to diverse Stakeholders in inter-organizational projects, however, it is not straightforward to organize this in a way that adds value. The intra-organizational focus of previous research offers limited insights into the relevant roles, responsibilities, arrangements and activities in inter-organizational contexts. Moreover, comprehensive empirical studies of the phenomenon are rare. This study explicates how internal Stakeholders organize External Stakeholder engagement in inter-organizational projects. Our multiple-case study of two infrastructure projects in Northern Europe identified three organizing solutions based on governance, values and dynamism. While governance-based solutions provide an overall structure for organizing External Stakeholder engagement, value-based solutions ensure genuine cooperation and dynamism-based solutions facilitate timely organizing. The study develops propositions that constitute a model of how External Stakeholder engagement can be organized in inter-organizational projects. The findings have implications for project Stakeholder management and mainstream Stakeholder research.
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project Stakeholder analysis as an environmental interpretation process
International Journal of Project Management, 2011Co-Authors: Kirsi AaltonenAbstract:Abstract International projects face a variety of pressures from their uncertain and complex External Stakeholder environments. In order to reduce uncertainty, a project management team builds up interpretations about their environment by conducting Stakeholder analysis. This study aims to examine the interpretation processes, through which project management teams come to know their External Stakeholder environment. The point of departure for the study is Daft and Weick’s (1984) typology about organizational interpretation modes. The paper identifies and describes distinctive interpretation modes of External Stakeholder environments in four international projects. The interpretation modes differ in their Stakeholder analysis characteristics. The project managers’ beliefs about the Stakeholder environment and the project’s intrusiveness towards its Stakeholder environment are hypothesized to be associated with the identified differences in the interpretation modes.
Anthony Wood - One of the best experts on this subject based on the ideXlab platform.
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External Stakeholder strategic actions in projects: A multi-case study
International Journal of Project Management, 2019Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen Rameezdeen, Anthony WoodAbstract:Abstract Although understanding External Stakeholders' influence is important to achieving success, little attention has been paid to their influence strategies in project management. This paper aims to explore combinations of actions that External Stakeholders normally pursue to influence construction projects, and to hypothesise factors affecting the use of these combinations. A theoretical framework of Stakeholder strategic actions was proposed and applied, and a multiple-case study in the Vietnamese construction industry was employed. Three combinations of influence strategies were identified: communication and credibility building were employed concurrently by organised groups in projects affecting the environment; direct action and conflict escalation were exerted together by unorganised groups in cases leading to displacements of the locals; and coalition building was combined with communication by both groups irrespective of projects' impacts. The utilisation of a combination can be affected by the selection of lobbying actions and characteristics of individual strategies, and Stakeholders' motives, attributes and perceptions.
Nicholas Chileshe - One of the best experts on this subject based on the ideXlab platform.
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External Stakeholder strategic actions in projects: A multi-case study
International Journal of Project Management, 2019Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen Rameezdeen, Anthony WoodAbstract:Abstract Although understanding External Stakeholders' influence is important to achieving success, little attention has been paid to their influence strategies in project management. This paper aims to explore combinations of actions that External Stakeholders normally pursue to influence construction projects, and to hypothesise factors affecting the use of these combinations. A theoretical framework of Stakeholder strategic actions was proposed and applied, and a multiple-case study in the Vietnamese construction industry was employed. Three combinations of influence strategies were identified: communication and credibility building were employed concurrently by organised groups in projects affecting the environment; direct action and conflict escalation were exerted together by unorganised groups in cases leading to displacements of the locals; and coalition building was combined with communication by both groups irrespective of projects' impacts. The utilisation of a combination can be affected by the selection of lobbying actions and characteristics of individual strategies, and Stakeholders' motives, attributes and perceptions.
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External Stakeholder strategic actions in construction projects: a Vietnamese study
Construction Management and Economics, 2018Co-Authors: Tan Hai Dang Nguyen, Nicholas Chileshe, Raufdeen RameezdeenAbstract:Although understanding the influence of External Stakeholders is crucial to achieving project success, little attention has been given to investigate their specific influence strategies. Based on a...
