Introducing Stakeholder Management

Olomolaiye, Paul; Chinyio, Ezekiel

doi:10.1002/9781444315349.ch1

Cited by 77 publications

(94 citation statements)

References 30 publications

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“…Consideration of this information about the value and expectations of stakeholders together with information on the level of support given to project by stakeholders and the interest of stakeholders in the project is essential for a successful projection of communication strategy. The final step of Stakeholder Circle Methodology aims at monitoring and verification of all communication efforts and effectiveness of communication strategy and marketing communication plan [8].…”

Section: Stakeholder Circle Methodologymentioning

confidence: 99%

Identification and prioritization of key stakeholder groups in marketing communication of colleges

Slabá¹,

Štarchoň²

2014

E+M

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Section: Stakeholder Circle Methodologymentioning

confidence: 99%

Identification and prioritization of key stakeholder groups in marketing communication of colleges

Slabá¹,

Štarchoň²

2014

E+M

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“…Donaldson and Preston (1995) claims that these stakes are either benefits or harm perceived or actually experienced which are caused by organizational activities, such as projects. Also, studies on stakeholder management have shown that stakeholder attributes are not static, but dynamic, and change from one level of salience to another from issue to issue (Chinyio & Olomolaiye, 2010;Mitchell, Agle, & Wood, 1997). This implies that managers should regularly assess the stakeholders to ensure that appropriate level of attention, or urgency, are given to the stakeholders possessing corresponding power and legitimacy at any point in time.…”

Section: Stakeholder Management In Restoration Projectsmentioning

confidence: 99%

“…An effort by management to consolidate the relationship between the organization (or project team) and the stakeholder groups, and to stimulate and sustain their supports by balancing their relevant interests is necessary (Goodpaster, 1991;Wood & Logsdon, 2000;Freeman, 1994). Moreover, conflicts can be generated amongst stakeholders in a project as a result of differing stakes (Chinyio & Olomolaiye, 2010). Donaldson and Preston (1995) claims that these stakes are either benefits or harm perceived or actually experienced which are caused by organizational activities, such as projects.…”

Section: Stakeholder Management In Restoration Projectsmentioning

confidence: 99%

“…Also, balancing the multiple, conflicting goals and priorities of stakeholders to achieve project objectives (Barlow, 2000) through the establishment of a formal stakeholder management plan which would define who needs what information, and when, especially in a situation where funding cocktail is used in restoration (English Heritage, 2013). Moreover, the power and interest of stakeholders change from one level of salience to another (Chinyio & Olomolaiye, 2010;Mitchell et al, 1997) based on their expectations at different points in a project. nalysing and categorizing stakeholders are important to ensure project success; but, of more importance is a continuous assessment of the importance of stakeholder expectations by monitoring and analysing the changes in their attributes as the project progresses (Bourne, 2005;Bourne & Walker, 2006;Cleland, 1999;Elias, Cavana, & Jackson, 2002;Friedman & Miles, 2002;Frooman, 1999;Jepsen & Eskerod, 2009;Landin & Olander, 2008;Mitchell et al, 1997;Newcombe, 2003;Olander, 2006;Walker et al, 2008;Young, 2006).…”

Section: Identification Of Critical Success Factors (Csfs) For Stakehmentioning

confidence: 99%

“…Many scholars have researched on the management of stakeholders in construction (e.g., Chinyio & Akintoye, 2008;Chinyio & Olomolaiye, 2010;Cleland, 1999). While this research tries not to discredit the effort of these authors, it presents an argument that limited or no research has been carried out in the aspect of stakeholder management in restoration projects in specific.…”

Section: Introductionmentioning

confidence: 99%

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The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

Nwachukwu

Udeaja

Chileshe

et al. 2017

IJBPA

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Purpose -Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instil cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn towards restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholder affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects' objectives.Design/methodology/approach -This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the United Kingdom (UK) using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners.Findings -The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst a vast majority of practitioners on rankings of the CSFs.Practical implications -The identified CSFs could be used by the restoration practitioners as a "road map" for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets.Originality/value -Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects. In this project, the authors have explored BHAs to identify and rank the CSFs for stakeholder management in restoration projects.

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Erklärbare domänenspezifische Künstliche Intelligenz im Massiv‐ und Brückenbau

Kraus

2022

Beton und Stahlbetonbau

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Der Einsatz von Künstlicher Intelligenz (KI) wird derzeit flächendeckend in Forschung und Praxis aller Branchen diskutiert und evaluiert. Dieser Beitrag vermittelt zunächst das notwendige Hintergrundwissen zur allgemeinen KI und erarbeitet dann die Notwendigkeit der Entwicklung von domänenspezifischer KI sowie erklärbarer KI (XAI) für die Berechnungs‐ und Bemessungspraxis im Bauwesen. Dabei wird die Rolle der Domäne „Bauingenieurwesen“ an der Schnittstelle zur KI im Hinblick auf Daten sowie Modellierungs‐ und Bemessungsphilosophie diskutiert. Die drei Beispiele (i) Berechnung von Kirchhoff‐Platten mit physikinformierten Neuronalen Netzen, (ii) Kalibrierung von Prior‐Modellen für den parametrischen Brückenentwurf aus Datenbanken und (iii) der KI‐unterstützte konzeptionelle Entwurf von Brücken veranschaulichen die Anwendung von domänenspezifischem Maschinellem und Tiefem Lernen sowie XAI mit besonderem Blick auf den Massiv‐ und Brückenbau. Insbesondere die physikinformierte KI (piKI) stellt eine Alternative zu etablierten numerischen Verfahren unter besonderer Berücksichtigung vorhandener Simulations‐ und Versuchsdaten dar und wird über den Einsatz von XAI erklärbar und nachvollziehbar. Dies ebnet den Weg zur Nutzung der Modelle der piKI im Bauwesen als Digitale Zwillinge eines Tragwerks über deren Lebenszyklen.

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Introducing Stakeholder Management

Cited by 77 publications

References 30 publications

Identification and prioritization of key stakeholder groups in marketing communication of colleges

Identification and prioritization of key stakeholder groups in marketing communication of colleges

The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

Erklärbare domänenspezifische Künstliche Intelligenz im Massiv‐ und Brückenbau

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