Fuzzy Evaluation of the Factors Contributing to the Success of External Stakeholder Management in Construction

Oppong, Goodenough D.; Chan, Albert P.C.; Ameyaw, Ernest Effah; Frimpong, Samuel; Dansoh, Ayirebi

doi:10.1061/(asce)co.1943-7862.0002155

Cited by 19 publications

(17 citation statements)

References 46 publications

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“…Therefore, in this research, to ensure the validity of this Delphi study, the researchers utilized the guidelines proposed by Hallowell and Gambatese (2010), and Gunduz and Elsherbeny (2020) regarding the methodology for selecting panelists in a Delphi study. Moreover, a purposive sampling method is used for choosing the panel members (Oppong et al, 2021). It is also known as judgment, selective and non-probability sampling technique utilized to identify potential respondents, which comprised a small member of individuals with construction expertise and familiarity with construction change orders management to participate in the study.…”

Section: Delphi Methods and Panelists Selection Criteriamentioning

confidence: 99%

Construction Change Order Management Project Support System Utilizing Delphi Method

Naji

Gündüz

Naser

2022

Journal of Civil Engineering and Management

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Change orders are a major challenge in the construction industry due to the associated time and cost impacts. Thus, managing change effectively assists in alleviating cost overruns and delays. Avoiding change orders and controlling them during project phases requires comprehensive research on the factors affecting the change orders management (COM) performance. This study contributes to existing knowledge by introducing a COM performance measurement framework to help construction professionals evaluate, track, and manage COM performance. A comprehensive literature review, personal meetings, and the Delphi technique are utilized to identify 49 performance factors, categorized into 7 COM groups. 13 Delphi panel members are selected according to purposive sampling technique. The collected data are examined through normality and reliability tests and then analyzed by Spearman’s correlation coefficient, score percentage, and the mean to standard deviation ratio to decide whether to continue with the Delphi method. Consensus between the panelists is reached after the second round of Delphi by the utilization of nonparametric statistical tests. The Delphi study results are followed up by measuring the inter-rater agreement (IRA) and ranking the COM performance factors using the sum rank weighting method. Finally, an operational support system framework that takes into consideration the project life cycle of a project is developed to manage and control these factors to decrease disputes between project parties that occur due to improper COM performance.

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Section: Delphi Methods and Panelists Selection Criteriamentioning

confidence: 99%

Construction Change Order Management Project Support System Utilizing Delphi Method

Naji

Gündüz

Naser

2022

Journal of Civil Engineering and Management

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“…This proactive approach not only enhances organizational resilience and competitiveness but also contributes to the long-term sustainability of the industry. Proactive stakeholder identification and mapping involve systematically identifying, analyzing, and prioritizing stakeholders based on their interests, influence, and potential impact on the organization (Oppong et al, 2021). This strategy enables oil and gas companies to anticipate stakeholder needs, concerns, and expectations, thus allowing for tailored engagement approaches.…”

Section: Theoretical Framework Of Stakeholder Relationship Managementmentioning

confidence: 99%

EFFECTIVE STAKEHOLDER RELATIONSHIP MANAGEMENT IN THE OIL & GAS SECTOR: A CONCEPTUAL AND REVIEW PERSPECTIVE

Stella Emeka-Okoli,

Tochukwu Chinwuba Nwankwo,

Christiana Adanma Otonnah

et al. 2024

Financ. account. res. j.

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Effective stakeholder relationship management (SRM) is imperative for the sustainable operation of companies within the oil and gas sector. This review provides a conceptual framework and review perspective on the strategies, challenges, and outcomes associated with SRM in this industry. The oil and gas sector operates within a complex web of stakeholders including governments, local communities, investors, employees, suppliers, and environmental organizations. Building and maintaining positive relationships with these stakeholders are essential for securing operational licenses, maintaining social license to operate, and fostering a conducive environment for business continuity. Drawing from existing literature, this review elucidates the key components of effective SRM in the oil and gas sector. Firstly, proactive engagement and communication emerge as fundamental strategies. Companies need to identify stakeholders, understand their interests and concerns, and engage with them transparently and consistently throughout project lifecycles. Secondly, fostering mutual value creation is crucial. Companies must seek win-win solutions that align their business objectives with stakeholders’ interests, thereby promoting long-term partnerships and trust. Thirdly, robust grievance mechanisms are necessary to address conflicts and grievances promptly and fairly, preventing escalation into legal or reputational crises. Despite its importance, SRM in the oil and gas sector faces several challenges. These include inherent power imbalances between companies and stakeholders, socio-political tensions in resource-rich regions, and the dynamic nature of stakeholder expectations. Additionally, the sector operates in a volatile market environment characterized by fluctuating oil prices and regulatory uncertainties, further complicating SRM efforts. The outcomes of effective SRM in the oil and gas sector are multifaceted. Beyond mitigating operational risks and enhancing reputational capital, it contributes to fostering social license to operate, facilitating access to capital and talent, and promoting sustainable development in host communities. Effective SRM in the oil and gas sector requires a proactive, value-driven, and adaptive approach. By integrating stakeholder considerations into strategic decision-making processes, companies can navigate complex socio-political landscapes, mitigate risks, and create shared value for all stakeholders involved. Keywords: Management, Oil and Gas, Conceptual, Perspective, Relationship.

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“…When the parties enter into a contract, contracting parties accept higher uncertainty when the contract is signed, such as the degree of error contained within the contract documentation and changes in scope (Oppong et al, 2021). Most probably, it may highly contribute to arisen of defect claims (Sandanayake et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The literature proposes different strategies to manage claims in general. Literature suggests maintaining a formalise risk register which can help decision-making if a problem arises, as a popular claim management strategy (Oppong et al, 2021;Kikwasi, 2021;Le-Hoai et al, 2018). Also, Sandanayake et al (2021) stated that the risk avoidance checklist could be used to eliminate or minimise causes of claims and avoid the risk of claims and wasted effort at the beginning of the projects.…”

Section: Strategies To Manage Defect Claimsmentioning

confidence: 99%

Management of defect claims in infrastructure projects in Sri Lanka

Thusharika,

Kurukulasooriya,

Perera

2023

FARU J.

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Infrastructure projects lead to more claims due to their complexity, high cost, and time consumption compared to building projects. Defect claims are considered to be inevitable in infrastructure projects. Thus, this study aims to investigate how to manage defect claims in infrastructure projects in Sri Lanka. The study adopted a mixed research approach Semi-structured interviews with experts was used to identify and validate causes, consequences and management strategies of defect claims in infrastructure projects in Sri Lanka. The Questionnaire survey was conducted to evaluate their significance. Manual content analysis and relative important index was used to analyse the data. The research findings reveal subcontractor failures are the most significant cause of defect claims. Further, the most critical consequence of defect claims is cost overrun, and clear and frequent communication is the most effective strategy for managing defect claims. This study contributes to the theory by exposing significant causes, consequences, and strategies to manage defect claims in infrastructure projects. Findings of the study will help the industry to manage defect claims in infrastructure projects and enable the successful completion of projects by achieving their targets.

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Fuzzy Evaluation of the Factors Contributing to the Success of External Stakeholder Management in Construction

Cited by 19 publications

References 46 publications

Construction Change Order Management Project Support System Utilizing Delphi Method

Construction Change Order Management Project Support System Utilizing Delphi Method

EFFECTIVE STAKEHOLDER RELATIONSHIP MANAGEMENT IN THE OIL & GAS SECTOR: A CONCEPTUAL AND REVIEW PERSPECTIVE

Management of defect claims in infrastructure projects in Sri Lanka

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