Method for stakeholder identification in interorganizational environments

Ballejos, Luciana C.; Montagna, Jorge Marcelo

doi:10.1007/s00766-008-0069-1

Cited by 72 publications

(61 citation statements)

References 18 publications

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“…Chika et al, 2014;Manowong and Ogunlana, 2010) have argued that managing stakeholders effectively begins with the stakeholder identification process. Therefore, stakeholder identification is a fundamental task for an organisation's success (Ballejos and Montagna, 2008;Friedman and Miles, 2006;Freemen, 1984). Hence, stakeholder identification underpins successful stakeholder management (Chapleo and Simms, 2010).…”

Section: Potential Key Stakeholders In the Nogimentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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The Nigerian oil and gas industry (NOGI) has over time been dominated by the Nigerian government and oil producing companies (OPCs). The influences of the community stakeholder on OPCs in the last three decades have been expressed in diverse ways by different community sub-groups through their concerns and interests, some of which have severely impacted on the NOGI. Community within this context is categorised as a primary stakeholder, while the sub-groups are secondary stakeholders that emerge from within the community. Hence, the success of the NOGI largely depends on the Nigerian government and the oil producing companies, and other players such as Non-Governmental Organisations recognising the community as a key player and having appropriate knowledge of the different sub-groups of secondary stakeholders within the community in order to understand their intentions, behaviour, interests, influences and interrelations. Such knowledge is relevant to the NOGI's formulation of future oil and gas strategy.This study commences with an overview of the primary stakeholders (i.e. the Nigerian government, OPC and the community), their respective activities, participation and the link between these stakeholders with a specific focus on the NOGI context. Subsequently, various sub-groups of secondary stakeholders within the community and their respective interest(s) are identified in detail.

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Section: Potential Key Stakeholders In the Nogimentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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“…In [17], authors argue that the selection of stakeholders somehow depends on their profile; depending of the type of information the analysts look for, stakeholders with different responsibilities, skills or knowledge will be targeted. In [18], the selection of stakeholders is discussed in the context of inter-organizational environments. Among other things, the author describes a matrix to classify stakeholders based on the interest they have in the system, and on the influence they might have on this project.…”

Section: Related Work and Definitionsmentioning

confidence: 99%

How Stakeholders' Commitment May Affect the Success of Requirements Elicitation

Burnay¹,

Jureta²,

Faulkner³

2015

International Conferences on Software Engineering and Knowledge Engineering

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Abstract-Requirements elicitation consists in collecting information about the requirements and the environment of a systemto-be. It usually involves business analysts who are eliciting information, and stakeholders who are providing information. This paper investigates how the commitment of stakeholders to a RE project influences the results of elicitation. We suggest a way to measure the commitment of stakeholders during RE, and propose the so-called "commitment matrix", which shows what analysts can expect from stakeholders who are more, as opposed to those who are less committed. The matrix builds on a survey of 87 stakeholders. Our results suggest that commitment somehow affects the information provided by stakeholders, and that it is therefore a relevant criterion to account for when selecting stakeholders to be involved in elicitation.

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“…Stakeholders should be engaged as early as possible, and this has been considered as essential for stakeholder analysis and decision making (Chess and Purcell, 1999;and Reed et al, 2006). Some of the approaches for stakeholder engagement, such as workshop, and interviews (Ballejos and Montagna, 2008), could be used to involve the stakeholders to identify others or do analysis (Reed, 2008), especially in the context of complicated environment, such as construction projects.…”

Section: Definition Of Stakeholder Analysis and Stakeholder Engagementmentioning

confidence: 99%

A typology of operational approaches for stakeholder analysis and engagement

Yang

Shen

Bourne³

et al. 2011

Construction Management and Economics

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Stakeholder analysis and engagement are the main tasks in stakeholder management. To identify operational approaches for stakeholder analysis and engagement, six interviews and a questionnaire survey were conducted in Hong Kong, and an additional fifteen interviews were held in Australia. The main finding is a typology of practical approaches for practitioners in construction. A total of thirty approaches are comprised in the typology, and they are classified by application. To test the usefulness of the typology, action research is applied to two real-life projects in Australia. The implication is that the selection of the approaches is an art and a contingency approach as well, requiring practitioners' judgements. Each approach has its strengths and limitations, so the most appropriate way for effective stakeholder management is to use a combination of elements from each approach as circumstances dictate. This study can serve as a reference for the systematic consideration of the project management team about the operational approaches for stakeholder management in construction projects.

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Method for stakeholder identification in interorganizational environments

Cited by 72 publications

References 18 publications

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

How Stakeholders' Commitment May Affect the Success of Requirements Elicitation

A typology of operational approaches for stakeholder analysis and engagement

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