A Case Study of Project and Stakeholder Management Failures: Lessons Learned

Sutterfield, J. S.; Friday‐Stroud, Shawnta S.; Shivers-Blackwell, Sheryl L.

doi:10.1177/875697280603700504

Cited by 91 publications

(65 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Freeman and Reed, 1983;Freeman, 1984;Freeman and Gilbert, 1987;Freeman, 1988;Brenner, 1995;Freeman, 2002;Andersen, 2005;Sutterfield et al, 2006;Edum-Fotwe and Price, 2009. Who have an interest and/or a stake in the outcome of the project.…”

Section: Who Is a Stakeholder?mentioning

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

View full text Add to dashboard Cite

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.

show abstract

Section: Who Is a Stakeholder?mentioning

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

View full text Add to dashboard Cite

show abstract

“…Further, the PS must have the management span, appropriate knowledge, and organisational authority to harmonise the discordant voices. The PS's influence in any type of organisational project can really make the difference between a successful and an unsuccessful project [23]. Sutterfield et al [23] stated that the PS must have the management span, appropriate knowledge, and organisational authority to harmonise the discordant voices, to ensure project success.…”

Section: The Influence Of Project Manager Skills On Executive Supportmentioning

confidence: 99%

“…The PS's influence in any type of organisational project can really make the difference between a successful and an unsuccessful project [23]. Sutterfield et al [23] stated that the PS must have the management span, appropriate knowledge, and organisational authority to harmonise the discordant voices, to ensure project success. However, literature suggests that lack of a clear link between the project and the organisation's key strategic priorities including agreed measures of success lead to IT project failure [11].…”

Section: The Influence Of Project Manager Skills On Executive Supportmentioning

confidence: 99%

An Investigation of the Causes of IT Project Failure at Retail Banks in South Africa

2017

ARJBM

View full text Add to dashboard Cite

Causes of IT project failure have been an area of interest in the research field for many years. Studies continue to be conducted as technology improves and more organisations inject cash in building efficient processes. In particular, banks invest in technology to centralise a customer and provide better services. Over the years, IT project failures have been noted as being significantly high. The aim of the study was to evaluate the causes of IT project failure at retail banks in South Africa. A questionnaire was administered through electronic means to a sample of 60 respondents consisting of a combination of Project Managers and Programme Managers from two of the Four Big Banks in South Africa. A quantitative methodology was employed to conduct the study. The study revealed that IT project failure at the retail banks in South Africa is not as prevalent as it is in other parts of the world. There is an estimated IT project failure rate of 18.50% among the banks studied. The study was limited by economic and time constraints, and further studies are recommended.

show abstract

“…Internal construction stakeholders are those who are members of the project coalition and directly participate in the project (Olander and Landin, 2005;Sutterfield, Friday-Stroud and Shivers-Blackwell, 2006). This research targeted professional project consultants including architects, engineers, and quantity surveyors as the internal stakeholders of construction organisations in Malaysia.…”

Section: Sampling and Data Collectionmentioning

confidence: 99%

Personal-organisational value conflicts and job satisfaction of internal construction stakeholders

Panahi

Preece

Zakaria

2016

CEB

View full text Add to dashboard Cite

This paper concerns the issue of value conflicts in construction organizations. This research was conducted in the Malaysian construction industry to fill the gap in the knowledge in areas of organizational behaviour in the construction industry in terms of the possible effects of conflicts on the job satisfaction of internal construction stakeholders. The conflicts considered are those rooted in differences between personal and organizational values. This research targeted professional project consultants identified as architects, engineers, and quantity surveyors as the internal construction stakeholders in Malaysia. The personal-organizational values and the level of job satisfaction of the stakeholders were assessed using a questionnaire survey. To achieve the research objective, comparative and hierarchical regression analyses were performed. The results generated by the analyses indicated a high level of value conflicts in the construction organizations which significantly and negatively affected job satisfaction of the internal stakeholders. Therefore this research, through investigating the potential effect of value conflicts on the stakeholders’ job satisfaction, reveals the importance of the interaction between personal and organizational values in construction organizations which contributes to the extant literature of organizational behaviour in construction.

show abstract

A Case Study of Project and Stakeholder Management Failures: Lessons Learned

Cited by 91 publications

References 13 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

An Investigation of the Causes of IT Project Failure at Retail Banks in South Africa

Personal-organisational value conflicts and job satisfaction of internal construction stakeholders

Contact Info

Product

Resources

About