Managing for Stakeholders: The Role of Stakeholder-Based Management in Project Success

Rajablu, Mahmoud; Marthandan, Govindan; Yusoff, Wan Fauziah Wan

doi:10.5539/ass.v11n3p111

Cited by 51 publications

(42 citation statements)

References 61 publications

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“…The study identified major gaps on stakeholder networking for a common goal as each stakeholder still operated on its own with a clear limited integration. Management of key stakeholders in projects is widely supported as an important aspect in service delivery [16,17] as stakeholder have the power to influence service positively or negatively [18].…”

Section: Stakeholder Power Matrixmentioning

confidence: 99%

Power dynamics as a determinant of access and utilization of nutrition services by pregnant and lactating adolescent girls in Trans-Mara East Sub-County, Narok County, Kenya

Opiyo¹,

Okeyo²,

Gumo³

et al. 2020

BMC Public Health

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Background: During pregnancy or lactating, adequate nutrition for adolescents becomes critical to reduce risks for both child and maternal-related morbidity and mortality. Power dynamics play a massive role in health outcomes. The main objective of this study was to examine the power dynamics in the families and communities and their impact on the pregnant and lactating adolescent girls' access and utilization of nutrition services in Trans-Mara East Sub-County, Narok County. Methods: A cross-sectional approach that employed mixed methods with both quantitative and qualitative research was adopted. Probability proportionate to size sampling techniques using cluster and simple random methods were used to practically access pregnant or lactating adolescents. Data was collected using questionnaires, in-depth interview and Focus Group Discussion. Quantitative data was analyzed descriptively using frequencies and inferentially using odds ratio and Ztest. Framework analysis was employed to analyze qualitative data. P ≤ 0.05 was considered statistically significant. Results: In the power dynamics analyses, the intrinsic capability (Intrinsic capabilities are those adolescent driven initiatives that facilitate their access to nutrition services) was more likely to decrease awareness by half (OR = 0.52, 95% CI = 0.4-0.7, P < 0.01) whereas extrinsic dependency was likely to increase utilization by 1.2 times (OR = 1.2, 95% CI = 1.0-1.5, P = 0.055). From the stakeholder power matrix, the health personnel had observable visible power to influence access and utilization of nutrition services. Additional results revealed that adolescents who draw their support from significant others were more likely to utilize nutrition services as compared to those who attempted to make their own efforts to seek these services. Furthermore, health personnel have the most influential powers in ensuring adolescents access services and thus the most important actors in the stakeholder matrix. Other actors requiring focus included parents, political figures and governments while stakeholder engagement have higher potential of increasing access and utilization of services through dialogue.

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Section: Stakeholder Power Matrixmentioning

confidence: 99%

Power dynamics as a determinant of access and utilization of nutrition services by pregnant and lactating adolescent girls in Trans-Mara East Sub-County, Narok County, Kenya

Opiyo¹,

Okeyo²,

Gumo³

et al. 2020

BMC Public Health

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“…Stakeholder management was identified as a core activity for creating project success [8]. Project stakeholder management includes stakeholder identification, classification, communication, engagement, empowerment, and risk control [17]. Stakeholder management was a concept derived from the resource-dependence view and the concept also addresses the risks and ethical issues as a core concern of stakeholder management of a project [18].…”

Section: Importance Of Stakeholder Engagement For Initiation Of Smartmentioning

confidence: 99%

Stakeholder Analysis For Smart City Development Project: An Extensive Literature Review

2019

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The current trend in urban planning has been evolved for developing the cities smart. Smart city concept directs urban development in to a strategic path to achieve sustainability in urban development. The understanding made up on the concept of smart city within any region would be fruitful to review in this nature. Similarly, the various stakeholders who would influence and contribute on smart city development projects are profound to identify in order to make the project success. As previous researches denoted, a timely and effective consultation of relevant stakeholders is of paramount importance for the success of any project. In line of thinking, this research was aimed to conduct a stakeholder analysis through a comprehensive literature review. Thirty one (31) key literature projects were obtained from recognised research databases and were critically reviewed to identify the internal and external project stakeholders of smart city development projects. As the key findings, the concept of smart city was first recognised. Secondly, academia and research institutions, local and regional administrations, financial suppliers/investors, energy suppliers, ICT sector representatives, citizens, government, property developers, non-profit organisations, planners, policy makers, experts and scientists, political institutions and media were identified as key internal and external stakeholders of a smart city development project. The key research findings were presented through a conceptual framework. The developed framework could be utilised as a basis to analyse the different influences and contributions of stakeholders of smart city development projects in any context.

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“…However, there are still controversial opinions about the relationship between innovation and financial performance of enterprises (Terra, Barbosa, and Bouzada 2015). Moreover, there are a lot of studies that examine the success factors of innovation projects (Kapsali 2011;Rajablu, Marthandan, and Yusoff 2014;Berchicci 2013;Sisodiya, Johnson, and Grégoire 2013). However, further study is necessary to uncover the factors that influence innovation performance and that make an enterprise being innovative or non-innovative.…”

Section: Possible Factors That Might Influence Enterprises' Innovativmentioning

confidence: 99%

Why say no to innovation? Evidence from industrial SMEs in European Union

Carvalho

Yordanova

2018

Journal of Technology Management & Innovation

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This paper aims at presenting the results from a research on the reasons why more than 50% of the small and medium size enterprises (SMEs) in European Union (EU) are non-innovative. The paper intends to find out which are the specific factors that influence the percentage of non-innovative industrial SMEs, considering that SMEs are the main stakeholders and target group of EU funds and policies, and industry is the main direction for economic development.The study employs a cross-sectional study and linear regressions. The findings after applying the research methodology show some already known factors that obstruct SMEs innovation performance like lack of internal finance and little market competition. However, the main contribution of the research is the finding that a low market demand does not contribute to an increase in the percentage of non-innovative enterprises.As a conclusion, all the measures and EU programs for boosting market demand for the purposes of increasing the number of innovative enterprises would be useless.Recently and during the last 20 years, EU has implied many mechanisms, policies, funding opportunities and monitoring so to achieve an increase in enterprises' innovativeness. European Union has spent a lot of money and efforts on that initiative (Chobanova 2016) and has transformed its identity by pursuing that goal and the metrics for innovation development that it sets all the time (Fougère, Segercrantz, and Seeck 2017).At the end, between 2014 and 2020, more than 190 billion euros will have been spent for enterprises' innovations via Horizon 2020 and European Structural and Investment Funds, but still almost 50% of EU enterprises are non-innovative (Eurostat 2017).

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Managing for Stakeholders: The Role of Stakeholder-Based Management in Project Success

Cited by 51 publications

References 61 publications

Power dynamics as a determinant of access and utilization of nutrition services by pregnant and lactating adolescent girls in Trans-Mara East Sub-County, Narok County, Kenya

Power dynamics as a determinant of access and utilization of nutrition services by pregnant and lactating adolescent girls in Trans-Mara East Sub-County, Narok County, Kenya

Stakeholder Analysis For Smart City Development Project: An Extensive Literature Review

Why say no to innovation? Evidence from industrial SMEs in European Union

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