A project lifecycle perspective on stakeholder influence strategies in global projects

Aaltonen, Kirsi; Kujala, Jaakko

doi:10.1016/j.scaman.2010.09.001

Cited by 202 publications

(187 citation statements)

References 47 publications

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“…First, projects are expected to have a clear beginning and, at least in the traditional sense, a clear end at a certain point in time (Aaltonen and Kujala, 2010;Pinto and Prescott, 1988). In service-intensive projects they do not.…”

Section: The Issue Of Project Temporalitymentioning

confidence: 99%

Inside service-intensive projects: Analyzing inbuilt tensions

Ojansivu

Alajoutsijärvi

2015

International Journal of Project Management

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Section: The Issue Of Project Temporalitymentioning

confidence: 99%

Inside service-intensive projects: Analyzing inbuilt tensions

Ojansivu

Alajoutsijärvi

2015

International Journal of Project Management

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“…It is because stakeholders with interests do not necessarily have enough power to influence; on the contrary, powerful stakeholders may fail to assume their responsibilities (Loosemore, 1999). Because stakeholder power distribution changes significantly in different project stages, the clarification of it is regarded as a difficult task (Aaltonen and Kujala, 2010). Although some tools have been proposed to analyze stakeholder power, such as the stakeholder matrix (Olander, 2007) and stakeholder circle (Bourne and Walker, 2008), they all fail to sufficiently address the natures of dynamics and multiplicity in stakeholders.…”

Section: Stakeholder Multiplicity and Dynamicsmentioning

confidence: 99%

“…Heravi et al (2015) indicate that owners and developers have power in the project planning phase, and contractors are mainly powerful during the construction stage. Aaltonen and Kujala (2010) propose that the influences of communities, NGOs, and environmentalists are highest in the project planning stage, and decrease as the project progresses. Stakeholder power not only changes over time but also varies under different conditions (Windsor, 2011).…”

Section: Stakeholder Power On Social Issuesmentioning

confidence: 99%

“…Stakeholder power not only changes over time but also varies under different conditions (Windsor, 2011). Aaltonen and Kujala (2010) argue not only internal project stakeholders, but external stakeholders can also influence or be influenced by projects' activities. According to Freeman (1984)'s classification, project stakeholders can be classified into two groups: the internal stakeholders are those who have formal, official, or contractual relationships within projects, while the external stakeholders are those who do not have formal connections with major organizations within projects.…”

Section: Stakeholder Power On Social Issuesmentioning

confidence: 99%

“…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. To address the dynamics of stakeholders, Frooman (2010) argues that stakeholders have stakes over different issues rather than over a focal organization.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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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Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders’ Interactions

Beringer

Jonas

Gemünden

2012

Project Management Journal

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Project portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behavior and stakeholder management are key success factors for project portfolios. Furthermore, stakeholder management must not only focus on single stakeholders but also account for stakeholders influencing one another in fairly complex interactions of multiple and potentially interdependent stakeholders. Our quantitative study of internal key stakeholders’ engagement in the PPM process is based on a survey using 223 project portfolios from medium to large firms in Austria, Germany, and Switzerland. We investigate the intensity of stakeholders’ engagement in the three phases of the PPM process compared with expectations from PPM standards and role descriptions. Further, we analyze the interdependencies between the levels of stakeholder engagement and identify patterns of stakeholder behavior. Our study assists in explaining the relevance of stakeholders to PPM. We further integrate stakeholder theory with a highly relevant management approach (PPM) and thus enhance the explanatory value of stakeholder theory. Finally, the current findings enable managers to address stakeholders more effectively through an increased understanding of stakeholder behavior and its consequences.

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A project lifecycle perspective on stakeholder influence strategies in global projects

Cited by 202 publications

References 47 publications

Inside service-intensive projects: Analyzing inbuilt tensions

Inside service-intensive projects: Analyzing inbuilt tensions

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

Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders’ Interactions

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