Dynamics of stakeholder engagement in mega transport infrastructure projects

Abstract

Purpose The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs). Design/methodology/approach Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package. Findings The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP. Practical implications The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective. Originality/value The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.

Project stakeholder’s engagement and performance: a comparison between complex and non-complex projects using SEM

“…In mega transport infrastructure projects, Erkul et al (2019) found a positive relationship between SE and project success through stakeholder satisfaction. SE activities included meetings, forums, workshops, negotiations, information hotlines, interviews, social contacts, public consultant approaches and surveys (Erkul et al , 2019). Project success was measured through capital performance, service provision, economic welfare and socio-environmental equity (Erkul et al , 2019).…”

“…However, in CPs, lack of communication among stakeholders has been identified as one of the main reasons for project failure (Bear, 2015). Although several studies have investigated the role and effects of engaging stakeholders in improving project success (Erkul et al , 2019), studies exploring the relationships between SE and both quantitative and qualitative PP in CPs have been limited. Moreover, Lehtinen et al (2019) called for more research into different contexts employing quantitative analyses to identify possible practices and rationales for SE.…”

Integrating a rich picture diagram and causal loop diagram to model stakeholder engagement in building refurbishment projects

“…The balancing feedback loop counteracts and controls the behaviour of a system (Kirkwood, 1998). By convention, stakeholder engagement proceeds in multiple process steps whereby one step of an action leads to another (Abuzeinab et al, 2014;Wid en et al, 2014) and sometimes in an iterative manner (Bal et al, 2013;Erkul et al, 2019). More recently, continuity in stakeholder engagement emerged in stakeholder management of mega construction projects as a continuous practice from the start to the end of project delivery (Butt et al, 2016;Yang et al, 2018).…”

La Ética en los Negocios: Una Perspectiva Desde los Stakeholders

“…234), con lo que la relación de los administradores con los grupos de interés toma un carácter fiduciario (Freeman, 2007). En este sentido, los valores éticos son imprescindibles en los negocios (Freeman, Wicks, & Parmar, 2004) y deben guiar al gerente al plantear tanto los objetivos de la empresa como la clase de relaciones que le interesa y necesita generar con los grupos de interés para conseguir sus objetivos (Kreitner, 1983; Freeman, Wicks, & Parmar, 2004;Erkul, Yitmen, & Celik, 2019;Remme & de Waal, 2020).…”

“…Lo que los autores Freeman, Wicks, y Parmar (2004) plantean que en la teoría de los stakeholders los valores éticos son esenciales para determinar la manera en que se deben realizar los negocios. Así, orientan a los gerentes a tener claros sus propósitos con el negocio y sus grupos de interés: en cuanto a qué tipo de relaciones necesitan desarrollar para cumplir su propósito (Kreitner, 1983;Freeman, Wicks, & Parmar, 2004;Erkul, Yitmen, & Celik, 2019;Remme & de Waal, 2020). Los planteamientos anteriores permiten entender que dicha teoría puede ser utilizada para establecer la relación entre la ética corporativa y los negocios, tal como lo expresó Freeman en (1994).…”