Advancing project stakeholder analysis by the concept ‘shadows of the context’ (original) (raw)
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The traditional view of project stakeholder management theory is based on an assumption that stakeholders will behave freely according to their own rational self-interest, and, based on this assumption, that their position towards a project can be predicted and managed. The process gives precedence to human agency, with little or no consideration of the structural forces which may also constrain and enable stakeholder behaviours. This paper challenges that view, using the notion of Institutional Logics to demonstrate the significant influence that structural forces have on stakeholder behaviours. Our case study is a major, IT enabled, UK government change project. In providing this empirically grounded theoretical contribution, we offer a powerful new way to reconceptualise project stakeholder management which gives precedence to neither structure nor agency. Instead we argue that both have significant influencing effects on stakeholder behaviours, and that both should be given consideration in project stakeholder management analyses.
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Many projects fail to achieve their objectives due to weaknesses in stakeholder management (SM). The lack of formal SM in projects and the weaknesses of the qualitative methods of SM are two important issues that are reported in the literature. The paper presents a critical review of the existing literature, addresses stakeholder notion, and related issues within two different schools of thoughts. It proposes to advocate that the management of stakeholders should improve its position to a formal process, and plays a role that is more accountable and align with the project execution. This paper aims to contribute to SM research by comparing the existing SM frameworks, and suggests what should be developed to improve it in projects. The research proposal is based on the researchers' experience, which is supported by the literature feedback to answer the question relating to what are the features of an effective SM in projects.
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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 stakeholders, are discussed. Based on a longitudinal case study, three propositions are offered: Applying stakeholder inclusiveness in a project (1) increases the likelihood of more engaged and satisfied stakeholders; (2) increases the danger of losing focus on those stakeholders who possess the most critical resources for the project's survival and progress; and (3) increases the danger of inducing stakeholder disappointment due to expectation escalation and impossibility of embracing conflicting requirements and wishes.
STAKEHOLDER MANAGEMENT IN INTERNATIONAL PROJECTS
Internet: http://www.tuta.tkk.fi © Kirsi Aaltonen kirsi.aaltonen@tkk.fi ISBN 978-952-60-3344-0 (electronic) Abstract Today's international projects are implemented in institutionally demanding environments and executed by coalitions of stakeholders that have differing interests, objectives and socio-cultural backgrounds. Consequently, international projects are subject to the demands and pressures presented by external stakeholders such as community groups, local residents, landowners, environmentalists, regulatory agencies, and local and national governments. Despite the acknowledged importance of stakeholder management, project research still lacks both theoretical knowledge and empirical evidence concerning various project stakeholder related phenomena. The objective of this thesis is to contribute to project research by increasing the understanding of external project stakeholder behavior and a focal project's stakeholder management activities in international projects. The primary theoretical perspective used in this thesis is stakeholder theory, which is applied in the context of project stakeholder research.