The Experts below are selected from a list of 77709 Experts worldwide ranked by ideXlab platform
Stefan Olander - One of the best experts on this subject based on the ideXlab platform.
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a comparative study of factors affecting the external Stakeholder Management process
Construction Management and Economics, 2008Co-Authors: Stefan Olander, Anne LandinAbstract:There is a natural tendency for Stakeholder groups to try to influence the implementation of construction projects in line with their individual concerns and needs. This presents a challenge for construction project managers in analysing and managing these various concerns and needs in a Stakeholder Management process falling within the limits of the project. The aim of the research presented here was to show the factors affecting the Stakeholder Management process positively or negatively from the perspective of project implementation. A comparative study of two railway projects in Sweden was undertaken to analyse these factors. The study showed that the outcome of the Stakeholder Management process depended mainly upon how well the project managers presented the benefits and negative consequences brought on by the construction project. Techniques and tools exist for this purpose, but must be appropriate, and these are discussed in the context of the two projects. The challenge for project managers is to implement the project in such a way that the effects of negative impacts are minimized and, if possible, the benefits for all Stakeholders are maximized. Project managers must communicate and interact with Stakeholders so that the perceived benefits and negative impacts are realistically defined.
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Stakeholder impact analysis in construction project Management
Construction Management and Economics, 2007Co-Authors: Stefan OlanderAbstract:Construction projects attract interest from various Stakeholders who express needs and expectations about the project. These are often in conflict with each other and it is unlikely that all of them can be fulfilled. The Stakeholder Management process involves evaluating the needs and expectations of Stakeholders in relation to the main objectives of the project. An important basis for this evaluation is Stakeholder analysis. The approach is based upon established theory, knowledge of Stakeholder Management and empirical data. The analysis consists of a Stakeholder impact index to determine the nature and impact of Stakeholder influence, the probability of Stakeholders exercising their influence and each Stakeholder's position in relation to the project - are they proponents or opponents? The analysis of the Stakeholder impact index can help project managers to formalize a Stakeholder Management process. [ABSTRACT FROM AUTHOR]
Jing Yang - One of the best experts on this subject based on the ideXlab platform.
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Stakeholder Management studies in mega construction projects a review and future directions
International Journal of Project Management, 2015Co-Authors: Ka Yan Mok, Geoffrey Qiping Shen, Jing YangAbstract:Abstract The complex and uncertain nature of mega construction projects (MCP) require an effective Stakeholder Management (SM) approach to accommodate conflicting Stakeholder interests. Previous reviews regarding SM in construction sector are generic as their attentions have been placed on relatively small scale projects. A systematic review on SM studies in relation to MCP seems to be lacking. This paper analyzes the latest research development of this domain by reviewing selected articles published from 1997 to 2014. Four major research topics are identified: “Stakeholder interests and influences”, “Stakeholder Management process”, “Stakeholder analysis methods” and “Stakeholder engagement”. This study reveals that SM approaches in MCP are subject to national context of the project, indicating a need to identify the impact of national culture on this discipline. Moreover, traditional Stakeholder analysis techniques are widely adopted in MCP notwithstanding their weaknesses; therefore a social network approach for managing Stakeholder interrelationships in these projects is needed.
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Stakeholder Management in construction an empirical study to address research gaps in previous studies
International Journal of Project Management, 2011Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Xiaolong XueAbstract:This paper concentrates on identifying gaps in the scope of previous studies on Stakeholder Management, and starting to address those gaps by conducting an empirical study. To complete these research objectives, literature review, interviews, questionnaire survey, and a case study were used in this study. Four gaps regarding critical success factors, Stakeholder Management process, methods for Stakeholder Management and Stakeholder relationship Management were identified. Based on an empirical study, a framework for effective Stakeholder Management is proposed, and the application of a Social Network Analysis technique, as a means of determining the influence of Stakeholders on decision making, is illustrated and validated by a case study. These findings can serve as initial references towards a more systematic approach for Stakeholder Management. Since the empirical study was conducted only in Hong Kong and Australia, further studies should be conducted in other regions to validate and compare with the finding in this paper.
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Critical success factors for Stakeholder Management: Construction practitioners' perspectives
Journal of Construction Engineering and Management-asce, 2010Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Manfong HoAbstract: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 the relative importance of critical success factors (CSFs) for Stakeholder Management in construction projects. In an attempt to fill this research gap, a questionnaire survey was conducted in Hong Kong to collect the opinions of construction practitioners regarding the relative importance of CSFs for Stakeholder Management. Findings from this study show that all 15 selected CSFs are regarded as critical by most respondents for the success of Stakeholder Management in construction projects. The factor regarding social responsibilities is considered most important for managing Stakeholders. Although correlations between CSFs and types of projects and organizations were statistically significant, these were not particularly strong. Also, even though there is a general consensus on the rankings of the CSFs among different respondents, the detailed pairwise comparisons actually show the existence of a few differences in perceptions on the relative importance of the CSFs. Therefore, the working priorities of project managers for managing Stakeholders are context specific, depending on the nature, client sector, and cost of the project, and also on their organizations and Management levels in the organization. These findings should help project managers become more aware of their responsibilities and the relative importance of issues for Management Stakeholders.
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exploring critical success factors for Stakeholder Management in construction projects
Journal of Civil Engineering and Management, 2009Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Albert P C ChanAbstract:With a focus on different aspects of Stakeholder Management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with Stakeholder Management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for Stakeholder Management were “managing Stakeholders with social responsibilities”, “assessing the Stakeholders’ needs and constraints to the project”, and “communicating with Stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing Stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, Stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful Stakeholder Management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of Stakeholder Management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų salių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti siuos veiksnius ir nustatyti jų santykinį reiksmingumą. Sio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų salių valdymu statybos projektuose, isnagrinėti jų prioritetus ir pagrindinius tarpusavio rysius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos sakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge issiųstas klausimynas ir gauti 183 atsakymai. Trys auksciausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų salių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis salimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reiksmingas, 15 KSV suskirstyti į 5 grupes: isankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos sios grupės bei jų rysiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų salių valdymui statybos projektuose. Sie duomenys padeda paaiskinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų salių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti. First Published Online: 14 Oct 2010 Reiksminiai žodžiai: kritiniai sėkmės veiksniai (KSV), suinteresuotųjų salių valdymas, statybos projektai, rangavimas ir grupavimas, Honkongas.
Martin Skitmore - One of the best experts on this subject based on the ideXlab platform.
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Stakeholder impact analysis of infrastructure project Management in developing countries: a study of perception of project managers in state‐owned engineering firms in Vietnam
Construction Management and Economics, 2009Co-Authors: Nhat Hong Nguyen, Martin Skitmore, Johnny WongAbstract:Construction projects can involve a diverse range of Stakeholders and the success of the project depends very much on fulfilling their needs and expectations. It is important, therefore, to identify and recognize project Stakeholders and develop a rigorous Stakeholder Management process. However, limited research has investigated the impact of Stakeholders on construction projects in developing countries. A Stakeholder impact analysis (SIA), based on an approach developed by Olander (2007), was adopted to investigate the Stakeholders' impact on state-owned civil engineering projects in Vietnam. This involved the analysis of a questionnaire survey of 57 project managers to determine the relative importance of different Stakeholders. The results show the client to have the highest level of impact on the projects, followed by project managers and the senior Management of state-owned engineering firms. The SIA also provides suggestions to project managers in developing and evaluating the Stakeholder Management process.
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editorial Stakeholder Management in construction
Construction Management and Economics, 2008Co-Authors: Brian Atkin, Martin SkitmoreAbstract:Interest in Stakeholders has grown considerably since Freeman’s (1984) seminal work Strategic Management: A Stakeholder Approach was published. Over 100 papers concerning what has become termed 'Stakeholder theory' were published by 1995 alone (Donaldson and Preston 1995, p.65), with many more published since. Increasingly, Stakeholders have been referred to in mainstream media and government communications, not just in academic texts (Friedman and Miles 2002).
Geoffrey Qiping Shen - One of the best experts on this subject based on the ideXlab platform.
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Stakeholder Management studies in mega construction projects a review and future directions
International Journal of Project Management, 2015Co-Authors: Ka Yan Mok, Geoffrey Qiping Shen, Jing YangAbstract:Abstract The complex and uncertain nature of mega construction projects (MCP) require an effective Stakeholder Management (SM) approach to accommodate conflicting Stakeholder interests. Previous reviews regarding SM in construction sector are generic as their attentions have been placed on relatively small scale projects. A systematic review on SM studies in relation to MCP seems to be lacking. This paper analyzes the latest research development of this domain by reviewing selected articles published from 1997 to 2014. Four major research topics are identified: “Stakeholder interests and influences”, “Stakeholder Management process”, “Stakeholder analysis methods” and “Stakeholder engagement”. This study reveals that SM approaches in MCP are subject to national context of the project, indicating a need to identify the impact of national culture on this discipline. Moreover, traditional Stakeholder analysis techniques are widely adopted in MCP notwithstanding their weaknesses; therefore a social network approach for managing Stakeholder interrelationships in these projects is needed.
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Stakeholder Management in construction an empirical study to address research gaps in previous studies
International Journal of Project Management, 2011Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Xiaolong XueAbstract:This paper concentrates on identifying gaps in the scope of previous studies on Stakeholder Management, and starting to address those gaps by conducting an empirical study. To complete these research objectives, literature review, interviews, questionnaire survey, and a case study were used in this study. Four gaps regarding critical success factors, Stakeholder Management process, methods for Stakeholder Management and Stakeholder relationship Management were identified. Based on an empirical study, a framework for effective Stakeholder Management is proposed, and the application of a Social Network Analysis technique, as a means of determining the influence of Stakeholders on decision making, is illustrated and validated by a case study. These findings can serve as initial references towards a more systematic approach for Stakeholder Management. Since the empirical study was conducted only in Hong Kong and Australia, further studies should be conducted in other regions to validate and compare with the finding in this paper.
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Critical success factors for Stakeholder Management: Construction practitioners' perspectives
Journal of Construction Engineering and Management-asce, 2010Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Manfong HoAbstract: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 the relative importance of critical success factors (CSFs) for Stakeholder Management in construction projects. In an attempt to fill this research gap, a questionnaire survey was conducted in Hong Kong to collect the opinions of construction practitioners regarding the relative importance of CSFs for Stakeholder Management. Findings from this study show that all 15 selected CSFs are regarded as critical by most respondents for the success of Stakeholder Management in construction projects. The factor regarding social responsibilities is considered most important for managing Stakeholders. Although correlations between CSFs and types of projects and organizations were statistically significant, these were not particularly strong. Also, even though there is a general consensus on the rankings of the CSFs among different respondents, the detailed pairwise comparisons actually show the existence of a few differences in perceptions on the relative importance of the CSFs. Therefore, the working priorities of project managers for managing Stakeholders are context specific, depending on the nature, client sector, and cost of the project, and also on their organizations and Management levels in the organization. These findings should help project managers become more aware of their responsibilities and the relative importance of issues for Management Stakeholders.
-
exploring critical success factors for Stakeholder Management in construction projects
Journal of Civil Engineering and Management, 2009Co-Authors: Jing Yang, Geoffrey Qiping Shen, Derek S. Drew, Albert P C ChanAbstract:With a focus on different aspects of Stakeholder Management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with Stakeholder Management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for Stakeholder Management were “managing Stakeholders with social responsibilities”, “assessing the Stakeholders’ needs and constraints to the project”, and “communicating with Stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing Stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, Stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful Stakeholder Management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of Stakeholder Management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų salių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti siuos veiksnius ir nustatyti jų santykinį reiksmingumą. Sio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų salių valdymu statybos projektuose, isnagrinėti jų prioritetus ir pagrindinius tarpusavio rysius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos sakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge issiųstas klausimynas ir gauti 183 atsakymai. Trys auksciausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų salių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis salimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reiksmingas, 15 KSV suskirstyti į 5 grupes: isankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos sios grupės bei jų rysiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų salių valdymui statybos projektuose. Sie duomenys padeda paaiskinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų salių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti. First Published Online: 14 Oct 2010 Reiksminiai žodžiai: kritiniai sėkmės veiksniai (KSV), suinteresuotųjų salių valdymas, statybos projektai, rangavimas ir grupavimas, Honkongas.
Johnny Wong - One of the best experts on this subject based on the ideXlab platform.
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Stakeholder impact analysis of infrastructure project Management in developing countries: a study of perception of project managers in state‐owned engineering firms in Vietnam
Construction Management and Economics, 2009Co-Authors: Nhat Hong Nguyen, Martin Skitmore, Johnny WongAbstract:Construction projects can involve a diverse range of Stakeholders and the success of the project depends very much on fulfilling their needs and expectations. It is important, therefore, to identify and recognize project Stakeholders and develop a rigorous Stakeholder Management process. However, limited research has investigated the impact of Stakeholders on construction projects in developing countries. A Stakeholder impact analysis (SIA), based on an approach developed by Olander (2007), was adopted to investigate the Stakeholders' impact on state-owned civil engineering projects in Vietnam. This involved the analysis of a questionnaire survey of 57 project managers to determine the relative importance of different Stakeholders. The results show the client to have the highest level of impact on the projects, followed by project managers and the senior Management of state-owned engineering firms. The SIA also provides suggestions to project managers in developing and evaluating the Stakeholder Management process.
