Project Stakeholder Management—Past and Present

Eskerod, Pernille; Huemann, Martina; Savage, Grant T.

doi:10.1002/pmj.21555

Cited by 153 publications

(119 citation statements)

References 55 publications

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“…Stakeholder management is currently a fundamental instrument for the direction of projects [14,15]. The complementarity of this link makes project management a stronger strategic competence for organizations and helps them link project outputs with difficult visibility to key business objectives [16][17][18], besides being an adequate tool to promote sustainable activities that generate value for all stakeholders [19,20].…”

Section: Introductionmentioning

confidence: 99%

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

2018

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Nowadays the advance towards sustainability poses a global challenge for modern society as well as for companies. Professionals and academics continually redefine business processes and design management mechanisms in a more appropriate way in order to allow companies to balance economic activity with the environmental and social impact that they generate. Under this complex and dynamic scenario, creating a product, providing a service, or achieving a given result requires a different interpretation of the efficiency paradigm and an adequate socio-environmental intelligence. In the context of project management, sustainability-related knowledge, skills, and suitable tools are necessary to face this challenge. Moreover, its close relationship with stakeholder theory presents an alternative to approach that purpose. This article attempts a systematic review of the literature on stakeholder theory in project management during the past nine years, with the aim of providing a comprehensive view of this relationship, revealing its impact and influence on sustainability, and finding new research paths. We highlight the potential benefits derived from this relationship, either as an instrument for the promotion of corporate social responsibility and inclusive policies, as a means for the generation of shared value and technological innovation, or as a key factor in the strategy and business management of a given project.

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Section: Introductionmentioning

confidence: 99%

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

2018

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“…Dealing with individuals or groups (i.e., the project stakeholders) who may affect or be affected by the project processes, contents or outcomes has been acknowledged as a core task within project management for a long time [1]. So, most important part of project management is communication among stakeholder group.…”

Section: Critical Success Factors Of Project Managementmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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Company A, an embedded system manufacturer, has been managing multiple development projects. Executives need to understand the risk level of every project and prioritize resource distribution. Traditional project monitoring tools or excel sheets are too complex for calculating the risk factors across a functional organization. Two new charts, "Spear-head Chart" and "Float Chart" were designed to assist high level decision making processes. Two charts were used for weekly executive meetings in order to monitor project progress and rectify project direction. One page graphical monitoring tools in Company A are good enough for high management decision making. Authors explain the characteristics of two charts and propose its practical implementation in real working environment. Spear-head chart was also implemented as a system.

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“…There is a rich literature base to draw from (Aaltonen & Kajula, 2016;Brower & Mahajan, 2013;Eskerod, Huemann, & Ringhofer, 2015;Eskerod, Huemann, & Savage, 2015;Fombrun, Pnzi, & Newberry, 2015;Hansen, 2010;Kelly, 2010;Mainardes & Raposo, 2012;Mitchell, Van Buren, Greenwood, & Freeman). A study that offers significant empirical insights on stakeholder influence (Susiene & Purvinis, 2015) may also offer an opportunity to extend this research to further develop stakeholder influence in the multi-cultural, multi-stakeholder environment that is continuing to develop in this increasing global economy.…”

Section: Introductionmentioning

confidence: 99%

Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments

Straka

2017

IISIT

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Aim/PurposeGovernments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. MethodologyThe author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research Contribution/Findings This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multicultural, multi-stakeholder organizations, encouraging additional research in this area Recommendations for Practitioners Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for ResearchersResearchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future ResearchGather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.Multi-stakeholder, Multi-cultural Collaboration 164

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Project Stakeholder Management—Past and Present

Cited by 153 publications

References 55 publications

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments

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