Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance

Abstract

Effective stakeholder management (ESM) is a critical success factor for projects. The increasing complexity in the relationships among stakeholders and their diverse characteristics, including power and interests makes the management of stakeholders increasingly challenging. To date, much of the literature has focused on the stakeholder analysis with very limited to the direct and indirect relationships between stakeholder characteristics (SC) and project performance (PP). Therefore, the aim of this study is to fill these research gaps by empirically examining (1) the relationship(s) between SC and PP and (2) the mediation effect of ESM on the above-mentioned relationships. Data analysis was conducted using structural equation modelling. The findings suggest that stakeholder legitimate behaviour (LB), opposing behaviour (OB), and conflicting interests affect the ability to achieve both sets of quantitative and qualitative PP negatively. ESM has been identified as a key element to eliminate the negative effects of the aforementioned behaviours on qualitative (and not quantitative) PP measures.

Revisiting the relationship between sustainable project management and project success: The moderating role of stakeholder engagement and team building

“…The information flow between the project and stakeholders is no longer unidirectional but transformed into a dialogue that allows participants to take part in developing the project (Libaert, 1998). Accordingly, some scholars have suggested that to improve stakeholder engagement, the firms need to encourage stakeholder management strategies (Khan et al, 2017;Khan & Iqbal, 2019;Larsson & Larsson, 2020;Nguyen & Mohamed, 2021), enhance communication and collaboration with project stakeholders (Fraz et al, 2016), and promote stakeholder awareness initiatives (Khan et al, 2017;Saad et al, 2020).…”

An analysis of the effects of stakeholders management on IT project risks using Delphi and design of experiments methods

“…On the digital era, the possibility for collaboration is facilitated and co-creation is even more disseminated; therefore, the stakeholder engagement on projects is beneficial to achieve goals and success (Barrane et al, 2020). In technology projects, the dynamic and changes are even more pronounced since the innovation happens quickly and the project must adapt to constant changes; hence, the stakeholder engagement and register help managers to deal effectively with each participant and accomplish better responses (Nguyen and Mohamed, 2021).…”

Project stakeholder’s engagement and performance: a comparison between complex and non-complex projects using SEM

“…Other factors, such as disputes between key stakeholders, may account for project cost overrun (Yang et al , 2018). Nguyen and Mohamed (2020) discovered that conflicting stakeholder interests negatively affect both quantitative and qualitative PP. Quantitative PP included schedule and cost performance, whereas quantitative PP included the project’s quality, project scope and stakeholder satisfaction.…”

“…Quantitative PP included schedule and cost performance, whereas quantitative PP included the project’s quality, project scope and stakeholder satisfaction. Nguyen and Mohamed (2020) revealed that effective stakeholder management could reduce the negative effect of conflicting stakeholder interests on PP. SE was identified as the main contributor to effective stakeholder management.…”

“…The Crawford–Ishikura Factor Table for Evaluating Roles (CIFTER) (Aitken and Crawford, 2007) was adapted to measure the project complexity level (see Table 1). The CIFTER has been applied by Harvett (2013), Rad et al (2017), Dao et al (2017), Nguyen (2019) and Nguyen and Mohamed (2020). Project complexity level was assessed based on how each criterion was evaluated compared with its level in an “average” project.…”