Factors affecting stakeholder management in construction projects in the Gaza Strip

El-Sawalhi, Nabil I.; Hammad, Salah

doi:10.1080/15623599.2015.1035626

Cited by 23 publications

(12 citation statements)

References 24 publications

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“…However, Karlsen et al (2008) and Gudiene et al (2013) contend that in order to pursue good relations and understanding in a team, trust needs to take precedence. El-Sawalhi and Hammad (2015) further advocated for the understanding of stakeholder's interests as a CSF in influencing stakeholder assessment along with analysing conflicts among stakeholders -however, the results of this present study was not in agreement, revealing that though essential understanding of stakeholder's interests and analysing conflicts among stakeholders were not prioritised ranking twelve and sixteen respectively.…”

Section: Discussion Of Findingscontrasting

confidence: 83%

Stakeholder management in the alleviation of legal and regulatory disputes in public-private partnership projects in South Africa

Dithebe

Aigbavboa

Thwala

et al. 2021

JEDT

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Purpose The purpose of this paper is to introduce the use of critical success factors (CSFs) of stakeholder management as a possible solution to reduce disputes experienced because of legal and regulatory issues in public–private partnership (PPP) projects. Design/methodology/approach This paper’s epistemological positioning adopted positivism and deductive reasoning to investigate the dispute phenomena on PPP projects. A survey strategy was adopted using a structured questionnaire and closed-ended Likert scales to collate primary data. Questionnaires were distributed to South African construction professionals using both purposive and snowballing non-probability sampling techniques. Data was analysed using summary statistical analysis of the CSFs identified from literature. Findings This study revealed that among the 19 CSFs identified, five factors were highlighted that could contribute to the alleviation of disputes between stakeholders in PPP projects, namely, adequate project planning and control; effective leadership; appropriate strategies for the management of stakeholders; confirmation of clear goals and objectives of the project; and effective communication. Originality/value The strength of this study lies in the evaluation and use of CSFs of stakeholder management as a possible solution to minimise or even avoid disputes as a result of legal and regulatory issues in PPP projects. By integrating the CSFs, the legal and contractual misconceptions of the PPP initiative are clarified. Such work represents a novel contribution to procurement practice in South Africa and maybe to other countries internationally who are grappling with similar issues.

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Section: Discussion Of Findingscontrasting

confidence: 83%

Stakeholder management in the alleviation of legal and regulatory disputes in public-private partnership projects in South Africa

Dithebe

Aigbavboa

Thwala

et al. 2021

JEDT

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“…The productivity assessment of the construction project depends on time management outcomes, besides cost, quality, safety, scope and contractors' profit. El-Sawalhi and Hammad's (2015) and Hwang et al's (2015) studies on CTF effect on CTM confirm that the variations in project duration over time are barriers to construction projects plan. This leads to time management uncertainties and the project completion delay after the due date.…”

Section: Introductionmentioning

confidence: 89%

Dynamic Bayesian network modelling for predicting adaptability of time performance during time influencing factors disruptions in construction enterprise

Nwadigo

Naismith

Ghaffarianhoseini

et al. 2020

ECAM

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PurposeA construction project is complex and requires dynamic modelling of a range of factors that deters time performance because of uncertainty and varying operating conditions. In construction project systems, the system components are the interconnected stages, which are time-dependent. Within the project stages are the activities which are the subsystems of the system components, causing a challenge to the analysis of the complex system. The relationship of construction project time management (CTM) with the construction project time influencing factors (CTFs) and the adaptability of the time-varying system is a key part of project effectiveness. This study explores the relationship between CTM and CTF, including the potentials to add dynamical changes on every project stage.Design/methodology/approachThis study proposed a dynamic Bayesian network (DBN) model to examine the relationship between CTM and CTF. The model investigates the time performance of a construction project that enhances decision-making. First, the paper establishes a model of probabilistic reasoning and directed acrylic graph (DAG). Second, the study tests the dynamic impact (IM) of CTM-CTF on the project stages over a specific time, including the adaptability of time performance during disruptive CTF events. In demonstrating the effectiveness of the model, the authors selected one-organisation-single-location road-improvement project as the case study. Next, the confirmation of the model internal validity relied on conditional probabilities and the project knowledge experts' selected from the case company.FindingsThe study produced structural dependencies of CTM and CTF with probability observations at each stage. A predictive time performance analysis of the model at different scenarios evaluates the adaptability of CTM during CTF uncertain events. The case demonstration of the model application shows that CTFs have effects on CTM strategy, creating the observations to help time performance restorations after disruptions.Research limitations/implicationsAlthough the case company experts' panel confirms the internal validity of the results for managing time, the model used conditional probability table (CPT) and project state values from a project contract. A project-wide application then will require multi-case data and data-mining process for generating the CPTs.Practical implicationsThe study developed a method for evaluating both quantitative and qualitative relationships between CTM and CTF, besides the knowledge to enhance CTM practice and research. In construction, the project team can use model observations to implement time performance restorations after a predictive or reactive disruption, which enhances decision-making.Originality/valueThe model used qualitative and qualitative data of a complex system to generate results, bounded by a range of probability distributions for CTM-CTF interconnections during time performance disruptions and restorations. The research explores the approach that can complement the mental CTM-CTF modeling of the project team. The CTM-CTF relationship model developed in this research is fundamental knowledge for future research, besides the valuable insight into CTF influence on CTM.

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“…As Freeman's (1984) stakeholder theory holds, stakeholder satisfaction management is useful for solving corporate social-related issues effectively and generating good business performance (Porter and Kramer, 2006). In many cases, the perception of success for complex projects has little to do with whether they are completed on time, at cost, and with the desired quality, but the achievement of the desired objectives of different stakeholders (Turner and Zolin, 2012;El-Sawalhi and Salah, 2015;Ujene and Edike, 2015;Mok, Shen and Yang, 2017). Many accept participant satisfaction as a new dimension of project success (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In addition to the 'iron triangle' measures of cost, schedule, and quality, satisfaction has been recognized as another effective measure of project performance (Ibbs and Ashley, 1987;Toor and Ogunlana, 2010;Li, Ng and Skitmore, 2013;Ha et al, 2017). Studies of construction project participant satisfaction have become increasingly prominent over the past decade, with a positive change in focus from individual performance to a greater emphasis on stakeholder interests (Toor and Ogunlana, 2010;Hosseini, Chileshe and Zillante, 2014;Ibiyemi et al, 2014;El-Sawalhi and Salah, 2015;Forsythe, 2015;Ujene and Edike, 2015;Andriof et al, 2017;Mok, Shen and Yang, 2017;Xio, Liu and Pang, 2019). Additionally, project participant satisfaction provides an early sign of the likely outputs in executing complex projects (Williams et al, 2012;Xiong et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Relationship between contractor satisfaction and project management performance

Skitmore¹,

Xiong

Xia³

et al. 2020

CEB

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Despite the fast growth of project-based companies and industries, studies of the satisfaction-performance (S-P) nexus of project participants are lacking. This study aims to explore the role of contractor satisfaction in affecting contractor project management performance along with considering external effects from other key participants. Two broad dimensions of satisfaction toward noneconomic factors and economic factors were used to develop hypothesized models. Structural equation modelling techniques were applied with data collected from 117 projects, showing that it is insufficient to simply conclude that contractor satisfaction influences project managerial performance and vice versa, and that satisfaction disaggregation is necessary. Additionally, it was found that noneconomic satisfaction contributes to performance, which in turn contributes to economic satisfaction. The theoretical and practical implications are further discussed.

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Factors affecting stakeholder management in construction projects in the Gaza Strip

Cited by 23 publications

References 24 publications

Stakeholder management in the alleviation of legal and regulatory disputes in public-private partnership projects in South Africa

Stakeholder management in the alleviation of legal and regulatory disputes in public-private partnership projects in South Africa

Dynamic Bayesian network modelling for predicting adaptability of time performance during time influencing factors disruptions in construction enterprise

Relationship between contractor satisfaction and project management performance

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