Towards an improved understanding of project stakeholder landscapes

Aaltonen, Kirsi; Kujala, Jaakko

doi:10.1016/j.ijproman.2016.08.009

Cited by 103 publications

(115 citation statements)

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“…According to Aaltonen and Kujala (2016), project stakeholder analysis requires a systematic understanding of the complexity, uncertainty, dynamism, and institutional context. It is necessary to clarify where multiple stakeholders' powers lie, considering the imbalanced power and responsibility observed in construction projects (Loosemore, 1999).…”

Section: Discussionmentioning

confidence: 99%

“…The construction project stakeholder environment is characterized by uncertainty, dynamics, and complexity (Aaltonen and Kujala, 2016). In view of the lifecycle perspective, projects involve a changing profile of stakeholders including but not limited to developers, consultants, contractors, subcontractors, suppliers, employees, local communities, financial institutions, government authorities, end users, and NGOs (Heravi et al, 2015).…”

Section: Stakeholder Multiplicity and Dynamicsmentioning

confidence: 99%

“…Globally, the building and construction sector accounts for 10% of A dynamic view is needed to analyze stakeholders in construction projects (Turkulainen et al, 2015). Existing research of project stakeholders have been criticized for using a static view (Aaltonen and Kujala, 2016). Evidences from PPP projects (De Schepper et al, 2014), nuclear waste repository projects , and global projects (Aaltonen and Kujala, 2010) show that stakeholders' power to influence project objectives shifts significantly in different project stages.…”

Section: Introductionmentioning

confidence: 99%

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Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

Liu

Shen

2017

Journal of Cleaner Production

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Construction projects involve multiple stakeholders with different abilities that enable them to deal with the social problems that arise during the project lifecycle. This research aims to study the dynamic stakeholder power in implementing social responsibility issues in construction projects. Empirical research among Hong Kong construction industry practitioners was conducted to investigate the powers of seven stakeholders over thirty-five social responsibility issues. The data was analyzed using two-mode social network analysis methods and processed by Netminer 4. It was found from the results that internal and external stakeholders have control in different domains pertaining to social responsibility issues, but it does not mean either group has superior power. Ranked by the power status on social responsibility issues, the seven stakeholders are classified into five hierarchies: 1) governments, developers, and main contractors; 2) district councils, 3) consultants; 4) non-government organizations; 5) end users. The dynamic nature of stakeholders' powers has been elucidated by describing the power changes in different project stages, as well as in different social responsibility dimensions.

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Section: Discussionmentioning

confidence: 99%

Section: Stakeholder Multiplicity and Dynamicsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

Liu

Shen

2017

Journal of Cleaner Production

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“…This review of 42 articles is represented across the rows of Table 1. Stakeholder theory literature, in particular, offered much insight in describing factors that appear to influence this collaboration, especially in describing landscapes (Aaltonen & Kujala, 2016). A possible analogy for the term "landscape" is to compare it to the physical terrain that hikers might negotiate while hiking a trail.…”

Section: Cultural/stakeholder Collaboration Typology and Research Gapsmentioning

confidence: 99%

“…The basic idea of stakeholder theory is that an organization has relationships with many constituent groups and that it can engender and maintain the support of these groups by considering and balancing their relevant interests (Aaltonen & Kujala, 2016;Susniene & Purvinis, 2015).…”

Section: Stakeholder Theory -How It Establishes a Foundation For A Cumentioning

confidence: 99%

Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments

Straka

2017

IISIT

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Aim/PurposeGovernments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. MethodologyThe author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research Contribution/Findings This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multicultural, multi-stakeholder organizations, encouraging additional research in this area Recommendations for Practitioners Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for ResearchersResearchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future ResearchGather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.Multi-stakeholder, Multi-cultural Collaboration 164

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