A Comprehensive Stakeholder-Typology Model Based on Salience Attributes in Construction Projects

Bahadorestani, Amir; Karlsen, Jan Terje; Farimani, Nasser Motahari

doi:10.1061/(asce)co.1943-7862.0001684

Cited by 14 publications

(19 citation statements)

References 65 publications

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“…Similarly, proximity was the least important attribute, with a weight percentage of 12.88%. This is particularly different from the studies of Bahadorestani et al. (2019) and Yang et al.…”

Section: Data Analysis and Discussioncontrasting

confidence: 64%

“…Power, Legitimacy and Urgency as three stakeholder attributes) for assessing the stakeholders. Therefore, to determine the important attributes for assessing the stakeholder influence, this study took a cue from the works of Bahadorestani et al. (2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2015). An important issue during stakeholder management is the classification of stakeholders based on their attributes, which can serve as a vital instrument for managing and communicating with them (Bahadorestani et al. , 2019).…”

Section: Introductionmentioning

confidence: 99%

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Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

Gaur

Dosapati

Tawalare

2022

BEPAM

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PurposeStakeholder assessment is based on attributes possessed by stakeholders, making the process heavily reliant on evaluating attribute weights. The present assessment methods are based on Analytical Hierarchy Process, Analytical Network Process, and pairwise comparisons that heavily rely on decision-makers’ skills and knowledge. An objective evaluation of attribute weight needs to be done to overcome this challenge.Design/methodology/approachA Multi Criteria Decision Making (MCDM) based approach, through the combined use of Criteria Importance Through Intercriteria Correlation (CRITIC) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods has been incorporated to objectively evaluate the weights of the stakeholder attributes and their ranking with a specific focus on construction megaprojects. Five stakeholder attributes and twelve commonly associated stakeholders with megaprojects were considered to achieve this.FindingsThe new model presented power, durability and legitimacy as three important stakeholder attributes, further used to determine stakeholder importance. The client, contractor and project manager were identified as the top three internal stakeholders, and customers, local community and utility service providers as three crucial external stakeholders.Research limitations/implicationsThe findings from the proposed method provide the practitioners with updated information about the attributes they need to look into when planning stakeholder involvement and management. Further, it also leads them to the established framework for the provided stakeholder ranking when planning their management strategies.Originality/valueThe use of CRITIC method allowed to address the possibility of any correlation between the attributes in their weight determination. This was one of the advantages as co-relation between the attributes during their weight determination has not been addressed in previous methods.

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“…Similarly, proximity was the least important attribute, with a weight percentage of 12.88%. This is particularly different from the studies of Bahadorestani et al. (2019) and Yang et al.…”

Section: Data Analysis and Discussioncontrasting

confidence: 64%

Section: Literature Reviewmentioning

confidence: 99%

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Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

Gaur

Dosapati

Tawalare

2022

BEPAM

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“…This includes anything which effects the design, scope, specification, cost and time elements of a project from that which is defined within the contract. The term 'stakeholder' also has varying meanings in relation to construction projects (Bahadorestani, et al, 2019)…”

Section: < Table 1 -Definitions Of Change >mentioning

confidence: 99%

The antecedents of construction project change: an analysis of design and build procurement application

Smith

Edwards

Martek

et al. 2021

JEDT

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Purpose This study aims to excoriate, define and delineate the main drivers of “change” in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders. Design/methodology/approach The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: interpretivism, to identify the primary drivers of change based on a systematic literature review and a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study. Findings The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract/project type; and type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered. Originality/value The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.

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“…Stakeholder pode ser definido como um indivíduo, grupo ou organização que pode afetar ou ser afetado por uma atividade, decisão ou resultado (PMI, 2013 apud DREVLAND;TILLMANN, 2018). Verificou-se também que para melhor compreender quem são os stakeholders da indústria da construção, os trabalhos têm em comum no protocolo de pesquisa a aplicação de questionários e entrevistas semiestruturadas (YANG et al, 2010;SHEN, 2015;BAHADORESTANI et al, 2019).…”

Section: Introductionunclassified

Estratégias competitivas aplicadas pelos stakeholders construtores

Oliveira¹,

Monteiro²,

Roriz³

et al. 2021

Simpósio Brasileiro De Gestão E Economia Da Construção

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Because the high subjectivity of value perception, besides the competitive environment of civil construction market, the focus on the external customer usually conflicts with the value to the organization’s internal customer. Thus, it is questioned who the different stakeholders in the construction chain are, and at what levels should have their view of value considered. As part of this process, this article aims to understand how stakeholders-builders have applied different management strategies in the crowded construction market. For this, semi-structured questionnaires were applied to managers of different companies, especially those with strategic decision-making powers. With this, a characterization of the management profiles was obtained, perceiving similar foci in the strategies of the companies, mainly in relation to the marketing for the external client and the internal innovation. It is concluded that, although there are clear focuses on business strategies, there is significant room for improvement in sectors such as technological innovations, people management and supplies.

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A Comprehensive Stakeholder-Typology Model Based on Salience Attributes in Construction Projects

Cited by 14 publications

References 65 publications

Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

Stakeholder assessment in construction projects using a CRITIC-TOPSIS approach

The antecedents of construction project change: an analysis of design and build procurement application

Estratégias competitivas aplicadas pelos stakeholders construtores

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