Stakeholder management challenges in mega construction projects: critical success factors

Abstract

Purpose The construction industry is facing massive challenges due to the huge construction development, and stakeholder management (SM) practices, especially on megaprojects. The purpose of this paper is to investigate critical success factors (CSFs) encountered by key construction stakeholders to enhance SM practices on mega construction projects (MCPs). Design/methodology/approach A questionnaire survey is carried out among the most important construction companies in Qatar. Three steps are used to finalize and evaluate the questionnaire before proceeding with the full survey, validity, pretesting and pilot study. Quantitative data analysis was conducted using the Statistical Package for Social Science software. Findings This paper identifies the key factors contributing to improving SM performance in MCPs; none of these is uncommon, but here they come together in a more integrative way. Research limitations/implications The limitations related to this research are briefly outlined as follows: the research was carried out in the State of Qatar. So, the findings are limited to the Qatari construction industry. The construction industry in Qatar is different from other countries where public projects have the priority to develop the infrastructure of the country prior to the world cup competition. The scope of this research is limited to MCPs. The impact of low awareness and knowledge of SM is not considered. However, the study is still reasonable and fortunately suitable to evaluate SM in MCPs. Practical implications Identifying these factors is expected to assist project participants in MCPs in improving projects’ performance and completing construction within the predefined time and cost. Originality/value This study makes a significant contribution through identifying the CSFs that lead to develop efficient SM in MCPs. Moreover, the research findings are important for project stakeholders, organizations, contractors, engineers and local authorities who implement SM in MCPs. Moreover, it will enhance the application of SM practices in construction megaprojects and allow project key stakeholders to place emphasis on tackling the crucial challenges identified in this research.

Team leader survival syndrome, tenure and management styles towards professional subordinates on construction megaprojects; sustainability and corporate governance

“…The construction industry has traditionally been characterised by fragmentation, poor performance, adversarial and inefficient relationships between project stakeholders and for its incapacity for innovation and improvement (Mashali et al ., 2022b; Eriksson and Laan, 2007; Kadefors, 2004). The construction industry is a highly competitive environment and often driven by price mechanisms (Talapatra et al ., 2019; Larson and Drexler, 1997).…”

“…The contemporary construction industry encounters substantial risks and challenges in fluctuating and highly competitive markets worldwide (Dion et al, 2022;Mashali et al, 2022b). Evans et al (2020a, b) investigated impact of modern contractual relationships and procurement arrangements on contract parties and organisations in the built environment, such as owners, consultants, contractors, construction managers and subcontractors.…”

“…The contemporary construction industry encounters substantial risks and challenges in fluctuating and highly competitive markets worldwide (Dion et al ., 2022; Mashali et al ., 2022b). Evans et al .…”

Assessment of Critical Success Factors for Building Projects through the Literature

“…The construction industry, by its very nature, is complex and in constant flux [1]. Today's uncertainties pertaining to technology, budget considerations, and developmental processes only serve to amplify its dynamism [2,3]. This ever-shifting terrain necessitates a keen understanding of the factors that drive success.…”

“…The collective efforts of contractors, developers, and other key players were considered essential in realizing the ambitious goals set forth during this period. The success or failure of these projects bore significant implications, not only for the clients and contractors directly involved but also for many other stakeholders in the construction ecosystem [3,6]. Projects falling short of their intended aims carried the potential for adverse consequences, such as financial losses, delays in infrastructure development, and missed opportunities for economic growth [7].…”