Project manager's perception of the local communities' stakeholder in megaprojects. An empirical investigation in the UK.

This paper organizes and synthesizes different extant research streams through a systematic literature review to identify connections and major assumptions on the influence of stakeholders in major Public Infrastructure and Construction projects (PIC), at the local community level. Findings suggest that research on stakeholder management has focused strongly on those stakeholders able to control project resources, whilst the effect on the legitimate 'secondary stakeholders', such as the local community, remains widely unexplored. Due to the unavoidable impact of major PIC on both people and places, it is suggested that seeking local community opinions in the initiation phase of the project and monitoring the megaproject impact at the local level can help to improve project performance. The output provides scholars and practitioners with future research directions and practical implications for an inclusive stakeholder management approach in construction megaprojects.

We explore the relationship between foresight and managerial cognition and the contribution of foresight to the long‐term performance of organizations facing major sources of uncertainty. Our research setting is the automotive industry, a compelling research setting for illustrating and reflecting upon the role of foresight in strategic decision making, as the industry is currently experiencing major drivers of change and technological discontinuities. We carefully examined the most recent empirical and theoretical works in the field of foresight, by conducting a thorough literature review. We found that scholars and practitioners increasingly emphasize the ability of foresight to change the mental models of senior managers and the role of such ability in the long‐term adaptation to external changes. Overall, our study contributes to the development of a programmatic stream of research in the domain of foresight and future studies.

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Departing from the normative formulation of stakeholder theory and building upon the current body of knowledge, this study aims to advance understandings on the benefits and challenges towards a more holistic approach to stakeholder management at the local level of major public infrastructure and construction projects (MPIC). Major construction projects, project managers, and the local community stakeholder are deemed to operate within a 'negative bond'. This interaction is elucidated through the attribution theory lens, which shape the conceptual framework of the study. This paper illustrates that a broader inclusiveness of stakeholder views into managerial decisions can initiate to break this negative bond and shift it towards positive relationships. An organization's conscious approach towards transparent communication with the local community stakeholder might help to shape a long-term perspective for better project benefits realization either at the national, regional, or local level. By 'exceeding stakeholders needs and expectations', project managers and local communities can better collaborate in order to achieve sustainable development over time.process that includes the needs and expectations of a broader range of project stakeholders, and that leads towards more sustainable construction projects. Notably, project managers are faced with increasing budget constraints, and thus the design, evaluation and selection of such highly costly projects has become particularly critical in turbulent economic conditions (Matti et al. 2017). Therefore, there is urgency for project managers to shape the most beneficial project for the real needs of the society, reducing public opposition and increasing benefit realization.Projects as a vehicle for change play a crucial role in the sustainable development of organization and society, and recent debates have encouraged research in integrating broader societal objectives (sustainable developments) within projects (process and final goals) (Huemann and Silvius 2017). However, although it is widely recognized that minimizing benefit shortfalls and enhancing positive inputs is achievable through better stakeholder management procedures (e.g., Bourne and Walker 2005;Cleland and Ireland 2007;Olander 2007), academic thinking on MPIC projects seldom aligns project objectives with those of the local community (Choudhury 2014; Di Maddaloni and Davis 2018). Managers and academics alike have done little to achieve a human-centered vision for cities that enhances quality of life and produces prosperous neighborhoods that are sustainable over time. This has often created tensions and opposition at the local level of MPIC projects.By looking specifically at the local community level and at the interconnections within which the project-based organization and local community interact, the literature discuss the negative impact that the local community can exert on project results (Aaltonen and Sivonen 2009;Olander and Landin 2005) and, consequently, MPIC projects (van den Ende and Marr...