Reconceptualising mega project success in Australian Defence: Recognising the importance of value co-creation

Chang, Artemis; Chih, Ying-Yi; Chew, Eng K.; Pisarski, Anne

doi:10.1016/j.ijproman.2012.12.005

Cited by 114 publications

(121 citation statements)

References 15 publications

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“…We find that these approaches to responsibility for realizing benefits and providing value extend the view of the normative benefits management process (Bradley, 2010;Ward and Daniel, 2012). Nevertheless, the focus on the actual value capture (Bowman and Ambrosini, 2000;Di Gregorio, 2013) is only addressed in four studies on project value and benefits (Ashurst et al, 2008;Chang et al, 2013;Melville et al, 2004;Zwikael and Smyrk, 2012). Lepak et al (2007) outline that in strategic management the process side of value creation is distinguished from value capture.…”

Section: Literaturementioning

confidence: 99%

Taking stock of project value creation: A structured literature review with future directions for research and practice

Laursen

Svejvig

2016

International Journal of Project Management

181

156

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Section: Literaturementioning

confidence: 99%

Taking stock of project value creation: A structured literature review with future directions for research and practice

Laursen

Svejvig

2016

International Journal of Project Management

181

156

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“…Similarly, this relationship has also been investigated from the project management perspective, understanding the value generated in the form of efficiency, legitimacy, power, and control, and ultimately recognizing the satisfaction of stakeholders as an essential aspect [97,98]. Moreover, this factor is considered fundamental to project success [99,100], and in the ability to continue creating value activities even after the project has been completed [101].…”

Section: Economic Dimensionmentioning

confidence: 99%

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

2018

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Nowadays the advance towards sustainability poses a global challenge for modern society as well as for companies. Professionals and academics continually redefine business processes and design management mechanisms in a more appropriate way in order to allow companies to balance economic activity with the environmental and social impact that they generate. Under this complex and dynamic scenario, creating a product, providing a service, or achieving a given result requires a different interpretation of the efficiency paradigm and an adequate socio-environmental intelligence. In the context of project management, sustainability-related knowledge, skills, and suitable tools are necessary to face this challenge. Moreover, its close relationship with stakeholder theory presents an alternative to approach that purpose. This article attempts a systematic review of the literature on stakeholder theory in project management during the past nine years, with the aim of providing a comprehensive view of this relationship, revealing its impact and influence on sustainability, and finding new research paths. We highlight the potential benefits derived from this relationship, either as an instrument for the promotion of corporate social responsibility and inclusive policies, as a means for the generation of shared value and technological innovation, or as a key factor in the strategy and business management of a given project.

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“…The successful delivery of any project deliverables highly depend on stakeholder engagement and management (Chang et al, 2013), and the effective engagement and management of stakeholder relies on project manager's ability to identify stakeholders' expectations from the beginning to close-up (Cleland, 1999). Researchers described project stakeholder management as a process in which project team facilitates the needs of stakeholders to identify, discuss, agree, and contribute to achieve their objectives (Brammer & Millington, 2004;Pajunen, 2006;Rowlinson & Cheung, 2008).…”

Section: Stakeholder Management Processmentioning

confidence: 99%

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

Rajablu¹,

Marthandan²,

Yusoff³

2014

ASS

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Today, project management practices play a key role in different industries and sectors. Project management is promoted as an organizational strategic component that leads innovation, creates value and turns vision into reality. Despite the importance of projects and project management their high rate of failures and challenges is a major concern of both industry and academia. Among the reasons that affect project outcomes, stakeholder influential attributes and more importantly, their understanding and effective utilization and management are identified as the key to project success. This study utilizes the body of knowledge developed in the field of project management and uses stakeholder theory combined with a number of complementary theories to achieve its goals and objectives. The study moves beyond the traditional power-based frameworks employing six key influential attributes to examine their direct and mediating effects on project success. The quantitative survey data are analyzed using SEM statistical techniques and procedures to produce research results. The research results have led to the development of a new typology of stakeholder influential attributes (TSIA) and a stakeholder-based project management model (SBPMM) that aid managing for stakeholders' strategy and principle.

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Reconceptualising mega project success in Australian Defence: Recognising the importance of value co-creation

Cited by 114 publications

References 15 publications

Taking stock of project value creation: A structured literature review with future directions for research and practice

Taking stock of project value creation: A structured literature review with future directions for research and practice

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

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

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