Online Stakeholder Interactions in the Early Stage of a Megaproject

Abstract

The purpose of this paper is to examine the network structure of online stakeholder discussions in the planning stage of a UK public mega project, High Speed Rail. By providing new rail connections between London, Birmingham and Manchester, this project is highly complex as it is embedded in a network of stakeholder relationships that may support or oppose the project.Data drawn from Twitter was analyzed using Social Network Analysis and inductive analysis of user profiles and content. Findings indicate that the majority of online stakeholders oppose the project and form stable clusters. Larger clusters within this network may attempt to deploy power directly in the form of a manipulation strategy while smaller clusters may seek to ally themselves with more powerful groups, a pathway strategy. Overall, the methodology is a useful complement to existing methods and may provide real time insights into the complex, evolving discussions around mega projects.

Assessing the Vulnerability of Megaprojects Using Complex Network Theory

“…Because of their size and complexity, there are many factors that can adversely affect successful megaproject completion. Therefore, to ensure smooth megaproject implementation, previous research has focused on issues associated with cost overruns (Olaniran et al, 2015), scheduling delays (Han et al, 2009), stakeholder management (Williams et al, 2015), and risk management (Boateng et al, 2015).…”

The Role of Social Media in Intrastakeholder Strategies to Influence Decision Making in a UK Infrastructure Megaproject: Crossrail 2

“…Furthermore, since Freeman’s (1984) seminal contribution and despite more than 30 years of academic research in stakeholder theory (Freeman, Harrison, Wicks, Parmar, & de Colle, 2010), there has been surprisingly very limited research (Williams, Ferdinand, & Pasian, 2015) examining the role of social media in empowering and mobilizing stakeholder alliances and intrastakeholder influence strategies to influence decision making on infrastructure megaprojects. The current literature does not discern the interactions within a stakeholder group through shared goals and affiliation, emerging as a single, strong stakeholder group.…”

“…Thus, all structures, strategies, and interactions between them are called intrastakeholder structures, strategies, and interactions. Williams et al (2015) recommend investigating intrastakeholder structures and “the possible influence of these structures on stakeholder action” as well as identifying additional modes by which stakeholders can exert influence on projects for future research (Williams et al, 2015, p. 101).…”

“…In the United Kingdom, High Speed 2 (HS2) and Crossrail 2 (C2) are examples of infrastructure megaprojects that have had varying responses from stakeholders, facing major negativity from the public on their proposed routes as well as the need for such investment, with opposition especially visible online (e.g., @stophs2, stophs2.org, nocrossrailchelsea.com). Despite the Department for Transport’s (2012) efforts, HS2 was heavily criticized for weaknesses in its business case (Williams et al, 2015) and the public still feels that the consultation process has shortcomings (Aizlewood & Wellings, 2011).…”

“…C1 used public engagement methods like 24/7 telephone help lines, drop-in sessions, “exhibition centers,” and so forth. 1 Meanwhile, HS2 failed to incorporate a social media strategy early on, despite social media being important in public engagement by this time (Williams et al, 2015).…”