Understanding Why Stakeholders Matter

Eschenbach, R.C.; Eschenbach, Ted

doi:10.1061/(asce)0742-597x(1996)12:6(59)

Cited by 19 publications

(3 citation statements)

References 3 publications

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“…Different stakeholders have different interests in the project in which they are involved (Yang et al, 2009). Thus, engaging stakeholders prior to the time a decision is reached is considered crucial for projects (Eschenbach and Eschenbach, 1996). Stakeholder engagement refers to all those practices that the project undertakes to involve stakeholders in a positive manner in project activities (Greenwood, 2007).…”

Section: Stakeholder Engagement and Stakeholder Managementmentioning

confidence: 99%

Antecedents of stakeholder management in public private partnership projects in Uganda

Rogers

Bagire

Ntayi

et al. 2019

WJEMSD

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Purpose The purpose of this paper is to assess stakeholder management antecedents in public private partnership (PPP) projects in Uganda. Design/methodology/approach This study is cross sectional and quantitative in nature. Data were collected by means of a questionnaire survey from a sample of 94 PPP projects in Uganda. Stratified random sampling was used in selecting projects for this study. Smart PLS–SEM was used for analysis. Findings Results from the study show that the key antecedents of stakeholder management include; communication, engagement, commitment and trust. Communication was found to be the strongest antecedent of stakeholder management. Results also show that trust and commitment are insignificantly associated with stakeholder management in PPP projects. Research limitations/implications This paper is limited to the antecedents of stakeholder management in PPP projects in Uganda. Further studies should be conducted in the public and private sectors where there are also multiple stakeholders. Practical implications The paper has documented the antecedents of stakeholder management in PPP projects in Uganda. The results will help project managers and policy makers appreciate the different antecedents of stakeholder management and how they are important in managing interests and expectations of different stakeholders. Originality/value This research focused on the key antecedents of stakeholder management in PPP projects within the Ugandan context.

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Section: Stakeholder Engagement and Stakeholder Managementmentioning

confidence: 99%

Antecedents of stakeholder management in public private partnership projects in Uganda

Rogers

Bagire

Ntayi

et al. 2019

WJEMSD

View full text Add to dashboard Cite

show abstract

“…Stakeholder engagement is not only a platform for conflict resolution and social negotiation but also provides an opportunity for cooperation and collaboration [22] that can add value to the project. A positive spin-off from effective stakeholder engagement is improved acceptability of the project [23]. In addition, the process of addressing community issues and concerns through a consultative dialogue generates a feeling of ownership [24].…”

Section: Of 20mentioning

confidence: 99%

Systems Thinking Using SSM and TRIZ for Stakeholder Engagement in Infrastructure Megaprojects

Sergeeva

Phillips

Sankaran

et al. 2019

Systems

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Infrastructure megaprojects straddle multiple stakeholder boundaries who have an interest in the project and are affected by the project. Multiple papers in the literature stress the need for holistic approaches to stakeholder engagement, as existing approaches only address the concerns of the noisy stakeholders. This research proposes an innovative approach in which Soft Systems Methodology (SSM) is used for understanding stakeholder concerns, complemented by the use of Theory of Inventive Problem Solving (TRIZ) for identifying innovative solutions to address conflicting stakeholder goals. The researchers simulated the stakeholder engagement of the Coimbatore metro rail project, in India, through a workshop setting in a classroom to check the feasibility of this approach for stakeholder engagement. The 15 participants of the workshop were divided into four groups representing different stakeholders of the project. Data was collected through participant observations by the authors and oral feedback from the participants. The results show that while SSM helped to capture the concerns and goals of each stakeholder, TRIZ helped to identify and dissolve conflicts among these goals through innovative solutions. The theoretical, practical and pedagogical contributions are highlighted.

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“…As stated by P. S. Hale "We earned the public's distrust. We'll have to work even harder to regain their trust" (Eschenbach and Eschenbach, 1996). The interaction process must provide opportunities to express frustration, to find empathy among the water professionals, and, hopefully, to enable frustrated individuals to become positive participants in the water planning process.…”

Section: Water Professionalsmentioning

confidence: 99%

DAD IS OUT, POP IS IN¹

Walesh¹

1999

J American Water Resour Assoc

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Two major challenges face today's water professionals. The first is finding solutions to increasingly complicated water resources problems. The second challenge is nontechnical. It is effective interaction with the public recognizing both the public's increasingly elevated goals relative to water and the public's growing understanding of water science and technology. The traditional DAD approach, that is, decide‐announce‐defend, is no longer appropriate. The much more progressive, and inclusive POP approach, that is, public owns project, is more likely to be effective given the changing nature of the public's expectations and knowledge. A water resources planning or design effort that fails to include a public interaction program plans to fail. Described in this paper are three suggested objectives of the POP approach, namely demonstrating awareness, gathering supplemental data and information, and building a base of support. Having established specific objectives for a particular water resources project, appropriate public interaction programs and events must be selected, scheduled, and implemented. Many and varied programs and events are described in the paper.

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Understanding Why Stakeholders Matter

Cited by 19 publications

References 3 publications

Antecedents of stakeholder management in public private partnership projects in Uganda

Antecedents of stakeholder management in public private partnership projects in Uganda

Systems Thinking Using SSM and TRIZ for Stakeholder Engagement in Infrastructure Megaprojects

DAD IS OUT, POP IS IN¹

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Understanding Why Stakeholders Matter

Cited by 19 publications

References 3 publications

Antecedents of stakeholder management in public private partnership projects in Uganda

Antecedents of stakeholder management in public private partnership projects in Uganda

Systems Thinking Using SSM and TRIZ for Stakeholder Engagement in Infrastructure Megaprojects

DAD IS OUT, POP IS IN1

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DAD IS OUT, POP IS IN¹